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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.

In this update, we’re looking at how you keep a pulse of ‘how it’s going’ and support employee well-being where it’s needed.

Taking your teams’ pulse – engagement surveys; simple, but effective. They don’t have to be long or complicated but asking your team ‘how it’s going’ on a regular basis is a great way to identify if someone is struggling and gives you the opportunity to proactively support. We’ve included an engagement survey within our mental health toolkit for employers. Click here for more info.

Don’t rely on self-reporting – make sure well-being is a two-way conversation. Even if a survey is anonymised, employees might not feel able to share how they’re doing. Empower your managers with the tools, skills and training to sensitively approach members of their team in real time and discuss what support is required and how they can help.

Stay connected – whilst we’re definitely seeing more of a shift back to office-based working, we shouldn’t forget the impact of remote working and the barriers it can create to effective communication. Encourage teams to make the most of face-to-face meetings and video calls where possible (stay off emails and the phone if they can).

One size won’t fit all – what worked for one person might not work for another. Actively listening to concerns and caring personally about finding a supportive solution for their needs goes such a long way. Don’t forget to remind employees about any Employee Assistance Programmes you might have or signpost them to external resources that can provide financial, well-being and other support.

Pledge – the Working with Cancer pledge supports employers to stand together and provide a supportive, recovery-forward culture at work for people with cancer. Sign up to show your support.

Policy – it might provide a helpful starting point for someone feeling daunted by the prospect of a conversation about their diagnosis. You could include wording explaining how you’ll:

• support individuals with decisions around any communication with colleagues (whether the individual wants to share their diagnosis or keep it private);
• help them deal with not being around so much during treatment;
• approach any physical changes, career reassurance, and the supportive, collaborative approach you’d like to offer.

Proactivity – you’ll want to think carefully about how you share your thoughts on the supportive culture you’re looking to achieve. Consider:

• what support you can offer managers and whether training is appropriate;
• whether counselling can be offered;
• whether you can commit to extra flexible working and days off as a minimum;
• if your leaders can share their thoughts on the support they want to offer.

Manager support – whether reviews, monthly catch-ups or something else, regular one-to-one meetings should help managers identify those in need of support, giving them an opportunity to discuss their needs and any concerns.

Flexibility – ensuring employees have access to flexible working arrangements to help manage any changes in their family setup (such as childcare, school pick-ups, and house moves) can make all the difference.

Counselling resources – whether you offer them through an EAP helpline or signpost to other external resources, it’s a valuable opportunity for employees to talk through their personal journey and secure additional emotional support.

Policy – only 9% of employees said their employer had a specific policy to support them through a separation. Creating a policy to encapsulate the support you’re able to offer shows empathy, provides reassurance and support engagement.