Thank you Sharon.
.it is that word REASONABLE again..I am finding it difficult
to decide what is reasonable..ie change of role which means Mr Bloggs
doing something he finds stressful and what I, as a clinician, should be
saying is reasonable !
Jane
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
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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