Suicide Prevention Month Series: Effective Check-Ins, What to Say and Not to Say

Suicide Prevention Month Series: Effective Check-Ins, What to Say and Not to Say

As HR professionals and leaders, we often find ourselves in a position where we are privy to deeply personal and sensitive information about our employees. One of the most challenging situations we encounter is when an employee is going through a mental health crisis and needs to take a break from work. In Florida, this sometimes involves the employee being "Baker Acted," a term that carries significant implications both legally and personally.

Understanding the Baker Act (Florida Law)

The Baker Act is a Florida law that allows for the involuntary examination of an individual if they are deemed to be a danger to themselves or others due to mental illness. This examination can last up to 72 hours and is intended to stabilize the individual and assess their need for further treatment.

Typically, when an employee is Baker Acted, their employer may not be immediately informed. Notification usually occurs after the employee has been released, either by the individual themselves or by a family member. At this point, HR professionals and leaders must navigate the delicate situation of supporting the employee while also ensuring their privacy is fully respected.

More Information on Baker Act in Florida

What Happens Next: The Role of HR and Leadership

What you do as an HR professional or leader after being informed of an employee's mental health crisis is crucial. Here’s a guide to handling these situations with care and professionalism:

1. Ensure Privacy Above All Else The first and most important step is to maintain the employee’s privacy. This is not just a legal obligation but a moral one as well. The details of their mental health situation should only be shared with those who absolutely need to know, such as their direct supervisor, and only if it impacts their immediate work duties. It’s vital to avoid any unnecessary discussions about the employee’s condition within the workplace.
2. Check-In with the Employee When the employee is ready to return to work or is communicating with you post-crisis, a check-in is essential. The key here is to approach the conversation with empathy and respect. Acknowledge that they may have been through a difficult time, but avoid prying into the specifics of their situation unless they choose to share. A simple, “I’m glad to see you back. How are you feeling about returning to work?” can open the door for them to share as much or as little as they’re comfortable with.
3. Find a Reasonable Cadence for Follow-Ups It’s important to find a balance in how often you check in with the employee. You want to be supportive without being overbearing. Depending on the employee’s situation, a weekly check-in might be appropriate at first, tapering off as they settle back into their routine. Always let the employee guide how often and in what way these check-ins occur. Ask them, “Would it be okay if we touch base weekly for the next little while? I just want to make sure you have everything you need.”
4. What to Say and What Not to Say When checking in with an employee who has recently gone through a mental health crisis, your words matter greatly. It’s essential to communicate in a way that is supportive and respectful of their privacy. Here’s a breakdown of phrases to avoid and what to say instead:

Phrases to Avoid:

“I know what you’re going through.”

Why to Avoid: This phrase can come across as presumptive and dismissive. Even if you have personal experience with mental health challenges, everyone’s experience is unique.

Alternative: Instead, say, “I can’t imagine how difficult this must have been for you, but I’m here to support you in any way I can.”

“You just need to stay positive.”

Why to Avoid: While well-intentioned, this phrase can trivialize the employee’s experience and suggest that their mental health struggles are simply a matter of mindset.

Alternative: A better approach is, “I’m here to listen and help with anything you might need.” “At least it’s over now.”

Why to Avoid: This implies that the employee should be “back to normal” now that the crisis has passed, which might not be the case. Recovery can be a long process.

Alternative: Consider saying, “Take as much time as you need to feel comfortable again. We’re here to support you.”

“Why didn’t you reach out sooner?”

Why to Avoid: This question can sound accusatory and may make the employee feel guilty for not seeking help earlier.

Alternative: Instead, you could say, “I’m glad you’re here now. Let’s focus on how we can support you moving forward.”

“What exactly happened?”

Why to Avoid: This directly asks for details about the employee’s private medical situation, which they may not be comfortable sharing.

Alternative: Respect their privacy by saying, “You don’t need to share any details. Just know that we’re here to help with whatever you need.”

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Phrases to Use Instead:

“You don’t have to share any of your private medical information.”

Why This Works: This phrase reassures the employee that their mental health status is part of their private medical information, which they are not obligated to disclose. It sets a clear boundary and helps them feel safe.

Follow-Up: “Your privacy is important to us, and we’ll respect whatever you’re comfortable sharing.”

“How can I support you as you transition back to work?” Why This Works: This open-ended question puts the employee in control, allowing them to express what they need without pressure. It shows that you’re focused on their well-being and willing to provide assistance.

“It’s okay to take things one step at a time.” Why This Works: This phrase acknowledges that recovery is a process and encourages the employee to proceed at their own pace, reducing the pressure to immediately return to full productivity.

“If you need to talk or require any resources, I’m here to help.” Why This Works: This offers support without prying. It lets the employee know that they have someone to turn to while respecting their autonomy.

“Your mental health is part of your private medical information, and we respect that.”

Why This Works: This reinforces the idea that their mental health status is private and that there’s no obligation to disclose details. It assures them that their privacy will be maintained.

Respecting Privacy and Providing Support

The aftermath of a mental health crisis, especially one as significant as being Baker Acted, is a critical time for both the employee and the employer. The way we handle these situations speaks volumes about our commitment to a supportive and respectful workplace culture.

As HR professionals and leaders, we must strike a balance between providing the necessary support and ensuring that an employee’s privacy is fully respected. By doing so, we not only help our employees navigate their return to work with dignity and care, but we also contribute to a workplace environment where mental health is treated with the seriousness and sensitivity it deserves.

Resources

Suicide Prevention In Florida

CDC Resources

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About the Author:

MJ Calderon Whalen is the founder of TWO Partners, a speaker, author, consultant, entrepreneur, and human resources executive with over 15 years of experience. She specializes in employee engagement, leadership development, and HR compliance. Through her work, MJ empowers organizations to align their people strategies with business goals, fostering cultures of trust and authenticity.