When a team member is battling depressive disorder, the ripple effect can reach deadlines, morale, and the overall vibe of the office. Yet many managers and HR pros feel stuck, unsure how to help without overstepping privacy lines. This guide walks you through spotting signs, creating a supportive culture, and putting concrete steps in place so both the employee and the business thrive.
Spot the Signs Early
Depressive disorder doesn’t always announce itself with dramatic outbursts. Here’s what to watch for:
- Consistent drop in energy or frequent fatigue.
- Missed deadlines or a sudden dip in work quality.
- Withdrawal from meetings, team chats, or social events.
- Noticeable changes in appetite, sleep patterns, or expressed hopelessness.
- Increased absenteeism or unexplained sick days.
These cues aren’t a diagnosis, but they’re a signal to start a gentle, confidential conversation.
The Legal Landscape and HR’s Role
In the UK, the Equality Act 2010 treats depressive disorder as a disability when it has a “substantial” impact on day‑to‑day activities. This means employers must consider reasonable accommodations.
First, let’s define the key players:
Human Resources is the department responsible for policies, recruitment, and employee welfare within an organization and works hand‑in‑hand with Occupational Health which provides expert assessments on how health conditions affect work performance. Together they ensure legal compliance and design supportive interventions.
Key steps for HR:
- Review the employee’s contract and existing health policies.
- Document any accommodation requests promptly.
- Engage occupational health early to get tailored advice.
- Maintain confidentiality while keeping relevant managers informed.
Building a Culture That Reduces Stigma
Stigma is the invisible barrier that stops people from speaking up. Changing it starts with leadership:
- Leaders share their own mental‑health journeys (when appropriate) to model openness.
- Regular training sessions on mental‑health awareness become part of onboarding.
- Visible signage-posters, intranet banners-remind staff that help is available.
- Celebrate mental‑health days, not just physical‑health milestones.
When employees see mental‑health conversations treated like any other health topic, they’re far more likely to seek assistance.
Practical Accommodations You Can Offer
Reasonable accommodations are adjustments that let the employee perform their role effectively. Below is a quick comparison of common options, their typical impact on productivity, and implementation effort.
| Accommodation | Potential Productivity Gain | Implementation Effort |
|---|---|---|
| Flexible start/end times | 10‑20% increase | Low |
| Remote work (full or partial) | 15‑25% increase | Medium |
| Quiet workspace or private booth | 5‑15% increase | Low‑Medium |
| Task rotation or reduced workload | 8‑12% increase | Medium |
| Extended break periods | 5‑10% increase | Low |
Each option should be tailored after a one‑on‑one discussion, weighing the employee’s preferences against business needs.
Connecting Employees to Professional Help
Many companies already have an Employee Assistance Program which offers free, confidential counseling, legal advice, and referrals for mental‑health services. If yours doesn’t, consider partnering with a local provider.
Steps to guide an employee toward help:
- Provide a discreet information pack about the EAP or local therapists.
- Encourage scheduling a first appointment within one week.
- Offer flexible scheduling around therapy sessions.
- Check‑in after two weeks-ask how they’re feeling, without probing into session details.
For those who need medication, a referral to a GP or psychiatrist is essential. Remember, medication works best when combined with psychotherapy.
Psychotherapy is a treatment that helps individuals identify and change negative thought patterns, often delivered as CBT or interpersonal therapy. When employers support therapy time, adherence rates climb dramatically.
Self‑Management Tools Employees Can Use
While the workplace can provide structure, personal habits are the backbone of recovery:
- Mindfulness breaks: 5‑minute breathing exercises twice a day reset stress levels.
- Physical activity: A 20‑minute walk during lunch improves mood‑regulating neurotransmitters.
- Sleep hygiene: Keeping a regular bedtime and limiting screen time boosts emotional resilience.
- Journaling: Documenting worries helps separate fleeting thoughts from persistent concerns.
Encourage teams to share these practices openly-perhaps a weekly “well‑being tip” email.
Monitor, Adjust, and Celebrate Progress
Recovery isn’t linear. Set up a low‑pressure feedback loop:
- Monthly check‑ins with the employee’s line manager, focusing on workload and well‑being.
- Quarterly reviews with HR and occupational health to reassess accommodations.
- Celebrate milestones-whether it’s a successful project delivery or a return to a regular schedule.
By tracking what works, you’re not only supporting the individual but also building a roadmap that can help future staff members facing similar challenges.
Frequently Asked Questions
How can I tell if an employee’s performance dip is due to depression?
Look for patterns-persistent low energy, missed deadlines, and social withdrawal-especially if they coincide with other depressive signs. A private, caring conversation is the next step.
Is it legal to ask an employee to disclose their diagnosis?
No. Employers can ask about functional limitations and accommodation needs, but not require a medical diagnosis. Let occupational health handle clinical details.
What if the employee refuses to use the EAP?
Respect the decision, but keep the door open. Offer alternative resources-like community mental‑health charities or a private therapist list-while ensuring workload remains manageable.
Can flexible working hurt team cohesion?
If managed well, no. Use shared calendars, regular virtual stand‑ups, and occasional in‑person days to keep connection alive while still offering flexibility.
How often should accommodations be reviewed?
At least every three months, or sooner if the employee reports changes in symptoms or workload demands.
Ben Small
September 28 2025Look, the first step is just opening a door, not a full‑blown interrogation. A quick check‑in over coffee can signal you care without prying. Keep it low‑key, say you’ve noticed a shift in energy and you’re there to help. It builds trust and gives the person a chance to share if they want.