These are great phrases and being consistent in your message to management helps maintain the boundaries of responsibilities.
Other useful sentiments to get across
1. Anxiety sufficient to cause unwelcome symptoms, is not normally a permanent state. It can be managed and treated and at the least ameliorated. We do not usually consider anyone permanently unfit for anything as a result of a treatable condition until all treatments have been tried, complied with and then failed to resolve the health issue.
2. Clinical evidence tells us that managing anxiety is not, in the longer term, helped by avoidance of the source of the anxiety. We know that de-sensitisation is a gradual process at best. This suggests, that it is best managed by working together with the employees' primary care team as well as management, to identify the source of the anxiety, eliminate or reduce it as much as possible, ensure the employee is having appropriate medical management of their anxiety (anti-depressant with anti-anxiolytic properties for instance as well as ?CBT for symptom management) whihc will help to reduce over-stimulation and generalised anxiety disorders. In the workplace provide support to work towards a possible gradual introduction to the new workplace, visits etc.
3. In the end you can only bring to the attention of the employer that you have discussed 'the current blockages to a return to work', what the employee has stated they are and what can be done about them medically and what can be done about them organisationally.
Sue
Susan Gorton Occupational Health Department Manager Occupational Health Department, Level 3 Ormond House, 26-27 Boswell Street, London WC1N 3JZ Mob: 07833294568 Tel: 020 7813 8554 Ext 0247 Fax : 020 7813 8355 Email: [log in to unmask] From Sept 2010 I am on study leave on Tuesdays throughout the academic year
>>> "Naylor, Sharon [HMPS]" <[log in to unmask]> 03/05/2011 12:41 >>>
useful phrases include:
I will need to outline the management issues in brief as a background to
the clinical issues.
My knowledge of this case is based on Mr *********account of the issues
that he states are affecting him
It is not within the OH remit to comment on the accuracy/validity of Mr
*********** perceptions
In my opinion much could achived by management, rather than clinical
intervention in this case.....
Mr ******* states that if he could be allowed to ***, this would reduce
his feelings of anxiety. This would appear reasonable from his and a
clinical perspective, however it is for management to decide whether
this is feasible/acceptable to the business
________________________________
From: [log in to unmask] [mailto:[log in to unmask]] On
Behalf Of Simon Chilton
Sent: 03 May 2011 12:11
To: [log in to unmask]
Subject: Re: [OCC-HEALTH] Stress (again)
Hi Jane,
I document in the report the employees view, but always state clearly
that it is the employees perception of the situation, not mine. I also
make it clear that the most important discussion regarding the work
situation is between the employee and manager. Only then can the manager
make a decision regarding reasonable adjustments. It's also important to
communicate to the employee that they have a responsibility to
communicate their concerns to their manager, if they want that manager
to be able to provide appropriate support. Ultimately it's about not
being the middle man (or woman) in a conversation that shouldn't involve
us. However, as you will all be aware, both parties will sometimes try
to use us to further their own ends.
Regards
Simon Chilton
Occupational Mental Health Advisor
Mobile: 07853320131
On Tue 03/05/11 11:41 AM , Jane Gould [log in to unmask] sent:
Hi List
Hope you all had a relaxing break.:)
I am still struggling to find a concise way to put in reports an answer
to an employees perception of work place stress. This is in relation to
Jo Bloggs stating (usually when there is a change either in his job role
or even job due to reorganisation..that he can not do A B C (travel,
meet the public, talk..whatever) as it causes him stress..has done in
the past..is doing now..will do if he does it.
This is because I am also aware of our duty of care to someone who
could be psychologically vulnerable...I hope you understand what I am
saying..
So does anyone have a succinct way of relaying to managers what I am
trying to say?
Thanks Jane
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