Managing During the War—Advice for Employers

Helping Your Employees Cope

Remaining focused on business-as-usual during times of unusually high stress is a challenge. Even though employees realize that life—personally and professionally—must go on, employers can and should take an active role in helping workers cope with the everyday stresses faced by a nation at war.

The National Mental Health Association (NMHA) offers the following advice for employers on helping their employees manage during this stressful time.

Be Aware of Signs of Emotional Distress

• Working slowly
• Missing deadlines
• Calling in sick frequently
• Absenteeism
• Irritability and anger
• Difficulty concentrating and making decisions
• Appearing numb or emotionless
• Withdrawal from work activity
• Overworking
• Forgetting directives, procedures and requests
• Difficulty with work transitions or changes in routines

What Employers Can Do

To help your employees work through emotional distress and to reduce the impact on your organization’s productivity, NMHA recommends taking the following steps:

1. Speak to the entire organization as soon as possible. Leadership should meet with staff at all levels to express shared concerns, as well as to promote available counseling services and other resources. Use the key messages listed below to plan your discussion.
2. Educate supervisors and managers. Inform all supervisors and human resources professionals about the signs of emotional distress; all policy changes and actions being taken in response to the crisis; and available treatment resources so they can inform their staff. Direct them to encourage staff to seek counseling assistance when necessary. Most importantly, remind them that they should seek support, as needed, in addition to facilitating this for the people they supervise.
3. Provide educational resources. Your employee assistance program (EAP) and/or mental health administrator will have educational materials and information on covered treatment resources.
4. Facilitate communication among employees. Support among colleagues can help employees work through difficulties. Consider allowing people to break from work periodically to talk. Provide a comfortable environment for them to gather.
5. Pay special attention to people with family in the government, military, or living overseas. They may be concerned for their ongoing safety. Ask employees if they fall into this category and encourage them to seek support and care as needed.
6. Plan for future emergencies. Create or review your organization’s emergency plan to address any situations that arose during the 9-11-01 terrorist attacks. Involve all segments of your staff in the planning.

Key Messages for Your Staff

Talking with staff during difficult times can be a daunting task. Below are some key messages that will help workers cope more effectively and to function more productively.

• Business will go on. Acknowledge that work may be reduced and perhaps different in some ways, depending on your particular industry and how severely it is impacted, but there will be continuity. Remaining productive will help individuals feel empowered in the face of outside circumstances beyond their control.
  
• Prejudice and racism will not be tolerated. Supervisors should be on the lookout for any discriminatory remarks or actions, or any environment of harassment. Communicate that in the case of these acts, disciplinary action will be taken.
  
• Employees should take care of themselves and their families. Advise them to eat well, get plenty of rest and exercise, spend time with those closest to them and to postpone major life decisions if possible.
  
  
Advice on Helping children cope:
• Monitor their TV watching; shield them from graphic newscasts about the war.
• Let them express their feelings and ask questions.
• Answer their questions to the best of your ability and in an age-appropriate manner.
• Share your own coping strategies with them.
• Reassure them that they are safe.
  
  
• Seek help if you need to. Let employees know that if their feelings are too much to bear, seeking help is a sign of strength, not weakness. Mental health problems—in general and in response to stress—are real, diagnosable and treatable. The information you provide will vary depending upon your organization’s resources, but may include information about your EAP, health plan, mental health administrator and community resources. Tell employees whom to contact in your organization if they have trouble accessing services or with the quality of care that they receive. Be aware that people with a history of trauma or mental health problems are more likely to have mental health treatment needs.
  
• “Contact senior management with any concerns or suggestions.” Let them know that the doors of your organization’s leadership are open to them during this and other times of crisis. Designate a human resources or other manager as a contact person.

The National Mental Health Association has additional resources available to help. They can be reached at www.nmha.org or call toll-free: 800-969-NMHA (6642).