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Inappropriate communications may result in harm to the individual and claims for fundamental breach of contract, harassment or even personal injury. Here are our thoughts on what appropriate communication looks like.

Identifying the trigger – understanding why an employee is absent is hugely important. If it’s work-related, there may be something that you can do to address concerns and support a return to work. If absence is linked to a longstanding health condition, it may amount to a disability meaning contact should be adjusted according to expert medical opinion so as not to exacerbate the condition.

Listen to medical opinion – if the employee is telling you that they’re not well enough to enter into conversation with you, an expert medical opinion will help you to understand what contact would be appropriate to ensure that you don’t make their condition worse or slow down their recovery.

Create a well-being communication plan – set out in advance the communications they can expect from you, the different communication options available, and who you will contact if they’re not well enough to discuss their mental health with you. To find out how to access our template well-being communication plan, click here.

Offer alternatives – be flexible with how you keep in touch. Offer to conduct conversations via telephone, video call or even written correspondence. Consider extending the right to a companion, friend or family member – providing they’re not a lawyer!

Give your managers the tools – running training workshops allows managers to practice what to say and how to say it in a safe environment. Providing your managers with guidance notes will help them frame their communications, and how and where they should be keeping a record. To find out how to access our template manager guidance notes or for details of our manager training sessions, click here.

Here are our thoughts on the proactive role mental health champions can play and how to set them up for success.

Create clarity – be clear about what the role involves. Create an internal advert and role profile. Reassure them that they’re not supposed to be therapists or psychiatrists. They’ll need to be caring and compassionate individuals who can help to proactively promote mental well-being, provide non-judgemental confidential support and signpost employees in the right direction if further help is required.

Passionate people – as a volunteer, they’ll be taking on the role alongside their ‘day job’. Ask employees to apply and choose people that are passionate about supporting you to develop and promote well-being initiatives and willing to give their time (with manager support).

Driving performance – set out in writing what’s expected of them, how they need to prioritise their own work to avoid concerns about their performance, and signpost them to support available for them personally too. To find out how to access the template letter confirming an appointment to a mental health champion role, click here.

Internal profile – when launching the role and introducing your mental health champions, ensure everyone is clear on the support offered and how contact can be made. Be clear on the confidentiality of discussions and the role the mental health champions take.

Give them a voice – create a platform for your mental health champions to provide you with feedback on workplace mental well-being to help shape and influence your well-being strategy and initiatives.

Give them the tools – whilst they don’t need to be medical experts, it’s crucial they have an ability to identify a colleague in need of expert support and a good understanding of how to approach the situation should it arise.