How to support a vulnerable worker
A vulnerable worker is any employee at risk of injury or mental illness because of a lack of work experience, who is reluctant to ask questions, experiences communication barriers or is challenged by their assigned functions.
The worker may be new, returning after a time away, be from a different culture or have moved to a new community.
Vulnerable workers not appropriately supported are at increased risk of chronic stress or experiencing a traumatic incident, stressors that can result in a mental injury that can develop into a mental illness. Vulnerable workers benefit from direct leaders who understand their responsibilities.
Leaders need to understand they can support vulnerable workers without being an expert in mental health and that taking reasonable action is much safer than doing nothing.
Leaders have a duty to protect workers in crisis. Under human rights legislation, they have a duty to inquire when they detect a worker at risk. This is not a clinical intervention; it’s a manager-employee check-in to determine what kind of supports may be needed.
Becoming aware of a worker’s behaviour changes triggers a manager’s duty to inquire. It means the leader has observed a new pattern from the established standard of performance. There may be a higher frequency of being late for work, increased frustration and irritation, changes in physical appearance and dress, missing deadlines, withdrawing from the team or calling in sick more often.
The leader’s role is not to judge or assume the worker has suddenly become lazy and jump into a performance management mindset.
There’s no expectation a leader must be a mental health expert when facilitating a duty to inquire. Most organizations’ operations mandates insist a leader’s role is to care about their workers’ well-being and manage performance.
Leaders are advised not to rush the duty-to-inquire process. Many employee and family assistance programs have supports to coach through the process. As well, leaders can be trained in detail. Regardless of the degree of preparation, leaders are responsible for facilitating a duty to inquire; not knowing does not remove this obligation.
The duty to inquire is a structured check-in meeting with a worker where the leader shares what they have observed or heard in a confidential, safe and caring way. It’s important the worker does not think they are in trouble; the meeting’s intention is to see how they are doing.
The leader can open with a framing question like, “I’ve noticed the following changes in your performance. My experience is not what I am used to seeing from you. I wonder if you can help me understand the reason for these changes.”
If the worker reports being bullied, the leader may recommend contacting an EFAP representative. If they report they have lost a family member or are struggling with anxiety, depression or substance use, the course of action is to help them get psychological support.
The degree of intervention may include the manager or human resources acting, referral to EFAP or other psychological supports, or recommending the employee see a doctor. This may lead to a medical accommodation or taking a break from work. A crucial step is to regularly check in.