Inheriting disability in the workplace (maybe)

[22]

There's an employee at work who is exceptional in their field but can be prone to absolute 'meltdowns' on a moment's notice. These usually only last a few minutes and disappear as quick as they came.

Nothing has been disclosed to me, by the employee or previous management. The employee is encyclopedic in the matter of the work (beyond any of their peers).

I'm in my forties and if I was at school again, I'd be more than just the naughty kid. I have no filters and have learned to live with my own 'self destruct' button, so maybe some similarities.

I'd be happy to try and help the employee. I've been taking them to a physio appointment recently (unrelated, they don't drive) and thought I'd use the journey time to have a chat, but found the prospect daunting and it didn't get mentioned. I'm usually a shoot from the hip borderline potty mouth, so this must be a sensitie subject.

Any advice on how (or if) I should be approaching this person would be welcome.

[KAgantua]

When you say 'meltdowns'?

Do they seem 'OK' apart from the meltdown and the physio issue?

[davepoth]

I'd consider whether it's really a problem - if not, just monitor it and as a general part of being a good boss (talking to your team, regular one-to-ones, being approachable etc.) the information may get volunteered.

If you do consider it to be an issue, definitely get some HR advice. If there is some form of disability or medical condition it'll be a protected characteristic and you need to tread carefully.

[elanfan]

Are you their manager? If so it is a matter for you to understand and make allowances for their situation - perhaps ask HR what they know. If not it's not really anything to do with you.

[Pericoloso]

I don't understand "inheriting disability"

[solo2]

They have great knowledge and meltdowns?

Aspergers maybe?

Sound just like my son, can bore you to tears with technical info beyond his years about things he is interested in, like trams, trains planes but put in in a room to socialize and he very quickly get angry and frustrated and has a meltdown.

[Jockman]

Pericoloso said:

I don't understand "inheriting disability"

Same here. Shouldn’t a manager know if they have a disabled employee?

[greygoose]

If the person has not been diagnosed with anything then it seems bizarre that you want to suggest to them that they may have a disability when you do not appear to have any training to suggest such a thing. Some people get frustrated and rant for a bit, unless his colleagues are being abused in these meltdowns is there really anything to make allowances for?

[Olivera]

The issue should be raised to HR, via the normal disciplinary route. If there are any extenuating circumstances then they'll know about it.

[22]

Thanks all. Small company, under 20 staff and I'm HR! I've actively sought diverse workforces in this and other roles.

Should this person happen to require additional support in their job, the reasons for this have not been shared. Possibly an undiagnosed adult, potentially lifestyle contributions, I don't know.

Meltdowns are frequent and follow a similar pattern. Once they're over the employee will crack jokes and be lighthearted as if it had never happened, despite maybe 30 seconds previously throwing things around and having a meltdown like you'd imagine from a toddler in tesco. It is the switching in and out that makes me think there may be some additional support needed. A change of plans to a day's work = meltdown. A sentence from leftfield (but often innocuous) = meltdown.

Maybe disciplinary is the way to go as it does have an imact on others and the work, but I hope you can see why I might think there's something we can help make easier for the employee; just having a conversation along those lines when it might be unwelcome is proving difficult.

Edited by 22 on Wednesday 14th March 20:52

[elanfan]

Disciplinary for a person with a health issue is OTT.

Wait until their review and then raise it as a concern. Say you aren't looking at is any form of diciplinary matter but explain you are required under H&S law that you are legally required to make workplace adjustments where possible to make things easier for him (and anyone else) and without knowing what his diagnosis is you cannot do that.

[Olivera]

elanfan said:

Disciplinary for a person with a health issue is OTT.

What health issue is that? There has not been one disclosed.

OP, as HR you should call in the employee and discuss their behaviour. This is an opportunity to discuss any extenuating circumstances.

Regardless of whether the person in question has a disability or not, you have a duty of care to other employees to ensure the workplace is safe and free from intimidating behaviour. The individual in question is a secondary concern.

[AlasdairMc]

elanfan said:

Disciplinary for a person with a health issue is OTT.

Disciplinary is too strong a term here. Performance management is how I'd describe it, as in doing what you can to maximise everyone's performance, whether through extra training, support, adjustments, or going down the drawn out path of eventually showing them the door.

Start with the informal chat and that may yield some results.

[KAgantua]

sorry mate imo you cant be wooly with this, if he is having meltdowns and throwing things, thats not safe. as another employee i would be worried about my personal safety

talk to him now. find out what issue is

[Jasandjules]

If you are HR then you surely need to be asking him if there is anything the company might need to be aware which could be causing these meltdowns. If he has a condition which may be covered under the Equality Act you may need to make adjustments for it.....

[c8bof]

I'm HR too. I'd just deal initially with what I can see. Have a conversation along the lines of 'sometimes you seem to get very upset about things - we need to talk about this'.

If they disclose a disability or underlying health condition, then you have your way in to deal with the problem. If they don't disclose a disability or underlying health condition, then you simply have to deal with behaviour which is inappropriate in the workplace.

Could it be a stress reaction? I've worked with similar people in the past. They have got away with it for years because no-one wants to raise it and 'that's just how Bob is'.... but it's totally inappropriate and not fair on everyone else around.

I used to work for a disability charity. A phrase I heard often there was 'disability is a reason, not an excuse'.

[In Arduis Fouette]

Jockman said:

Pericoloso said:

I don't understand "inheriting disability"

Same here. Shouldn’t a manager know if they have a disabled employee?

Occy Health will have written a report , this will consist of a number of parts

1. the clinical record , which the HCP(s) doing the assessment for Occy health and the 'patient' will see ( and possibly might come to court as evidence - which is the only way the management will see it in it;s entireity )
2. a report for the referrer which might be HR or might be the line Manager or might be a higher manager
3. if relevant (and the line Manager isn't the referrer ) a document laying out the agreed reasonable adaptations to the role and input from HR , higher management, QHSE depts etc on how they are delivered )

[Jasandjules]

Jockman said:

Same here. Shouldn’t a manager know if they have a disabled employee?

Not if the employee does not wish them to.