Addressing the Stigma: Stress Leave and How to Manage It with Sensitivity

When employers ask candidates about their ability to handle stress, they often believe this question is merely a formality. After all, their workplace is not exactly a pressure cooker, right?

In fact, a staggering 68% of employees in America report feeling stressed at least once a week, yet only 22% feel comfortable discussing it with their manager.

This disconnect is one of many reasons that lead to an increasing number of people taking time off from work to recuperate.

In this blog post, we’ll dive into the often-controversial topic of stress leave and offer some guidance on how to approach it correctly.

Understanding Stress Leave

Stress leave allows employees to take time off work due to psychlogical challenges related to stress. However, it differs from the common types of leave, such as sick or mental health.

Sick leave primarily addresses physical ailments and situations when an employee is unable to work due to an illness or injury. These can include any condition from a cold to a broken bone or any other medical issue that temporarily prevents this staff member from performing their job duties.

Mental health leave, in turn, addresses psychological well-being. It encompasses anxiety disorders, depression, PTSD, and other similar conditions.

Stress leave can be cosidered a combination of the two above. It is related to the employee’s inability to cope with stressors that may not necessarily qualify as a mental health disorder but still impact their work and require time to recover.

Working with Reasons Behind Stress Leave

Now, let’s tackle the first awkward question that pops up when your employee requests stress leave: “Am I to blame for this stress?” It’s a tough one, right? Actually, no one is! Responses to tough situations are pretty personal.

There are countless reasons why someone might need to take a step back. However, toxic environment, burnout, difficult relationships with colleagues, and work-life imbalance are at the top of the list. So, it’s still important to check in on your workplace dynamics.

Conducting a workplace audit can help identify the stressors and implement effective solutions.

1. Use anonymous surveys that ask employees about their experiences with stress and/or check the exit interviews to find out if anyone was leaving because of it.
2. Review records of stress leave and absenteeism patterns to identify trends or commonalities among employees taking leave.
3. Analyze performance reviews for signs of declining morale or productivity, which may indicate underlying stress issues.
4. Look for patterns that indicate specific stressors, such as high turnover rates, excessive overtime, frequent complaints about workplace culture, reports of bullying or harassment, etc.
5. Differentiate between genuine stressors and typical workplace challenges. Evaluate the context of each employee’s situation. Is the stress related to a one-time event (like a big project), or is it ongoing?
6. Assess how often employees report stress related to specific situations. If multiple employees consistently cite the same issue as a significant source of stress, it’s likely a genuine concern.
7. Engage in open conversations with employees about their experiences. Listen actively to their concerns and gauge whether they feel supported in overcoming challenges.
8. Compare your workplace against industry standards or similar organizations. If your environment is significantly harsher than others, it may indicate systemic issues that need addressing.

Remember that the key difference between real stressors and just hard work lies in the persistence and systemic nature of the issues.

Moreover, stressors usually affect multiple employees and create a detrimental environment, while typical challenges are often isolated incidents that can be managed effectively through communication and support.

Imagine, one of your staff members frequently complains about feeling undermined by their lead. You need to check if there are other employees who express similar feelings.

Consistent criticism creates a toxic environment where people feel demoralized and fearful. However, occasional constructive feedback would be a normal challenge essential for growth.

Or think of a project manager who has been working long hours to meet tight deadlines. He feels exhausted, lacks motivation, and has started making mistakes. His colleagues report being overwhelmed too.

Here, you need to find out whether they are experiencing a temporary spike in workload due to a specific project with a clear end date.

If yes, the situation could be viewed as a normal challenge. Once the project is completed, the team would likely return to a manageable workload. If no, you face a systemic issue that needs addressing.

Dealing with Stress Leave Requests

Next comes another sensitive subject: what to do when one of your employees needs to take stress leave?

It’s rather easy to get tangled up in stigma and discomfort—both for the employee feeling overwhelmed and for you as the manager or HR who may feel responsible.

The key is to approach this situation with empathy and confidentiality.

1. Be the first to acknowledge that stress is a very real issue in the workplace.

2. To make it easier for employees to request stress leave, include it in your company’s leave policy and management system. Collaborate with HR to ensure that:

• You clearly defined what constitutes stress leave and explained the order in which paid leave (like PTO or sick time) can be used in this situation, how to apply for short-term disability if applicable, and how health insurance premiums will be managed during the absence.
• There’s a straightforward process for requesting stress leave, including who to notify, required forms (e.g., FMLA certification), and timelines for submitting medical documentation.
• The employees are aware of how compensation and benefits are handled during stress leave. For example, in most companies, the stress leave is only paid for when the main stressor is work-related. If the stress originates from a different source, such as family or personal relations, mental health or personal leave would be better solutions.
• Your leave management system includes stress leave as an option, making it easily accessible for employees when they need to request time off.

3. Get the right medical documentation. Hand your teammate the necessary forms, whether it’s FMLA paperwork or something specific to your state, such as a note from a licensed healthcare provider, details on how the condition affects their work, an estimate of how long they’ll be away, or a treatment plan, if there is one

4. Make sure the employee qualifies for protected leave under FMLA or local laws.

5. Discuss the situation with the employee and their manager separately without a blamestorm. You might say something like, “I understand that things have been tough lately, and it’s completely okay to need some time off.” This helps everyone feel seen and understood rather than stigmatized for their struggles.

6. Send the employee a formal notice that:

• Approves the leave request
• States whether it’ll be continuous or intermittent
• Confirms that the job is safe while they’re away
• Outlines any need for updates during their absence

7. Talk about the employee’s absence with the team or other managers. Say they’re on approved leave—no need to dive into the medical details.

8. Pick one person from HR to be your point of contact and help ease the transition the employee back to work.

89 Create a gradual return-to-work plan:

• Start with reduced hours and increase them step-by-step.
• Temporarily adjust job responsibilities to lessen pressure.
• Schedule regular check-ins to see how the team is adjusting.

10. After your employee is back, ask how they’re feeling and if there’s anything you can do to help avoid the situation in future.

11. Reflect on your work practices too. Are you inadvertently putting too much pressure on your team? Be honest with yourself about your expectations and task distribution.

• Assess current workloads to ensure they are manageable.
• Provide flexibility in deadlines to allow teams to manage their time better and reduce the pressure of tight schedules.
• Offer training sessions that equip your staff with the skills they need to perform their jobs more effectively.
• Provide access to tools and resources that can help manage tasks more efficiently, such as project management software or time management workshops.
• Schedule regular one-on-one meetings to discuss workloads, address concerns, and provide feedback.
• Ensure that roles and responsibilities are clearly defined.
• Implement programs that educate employees about mental health, stress management techniques, and available resources.

Conclusion

Taking time to recover from stress is not a sign of weakness; it’s a step toward resilience and productivity in the long run.

And while the human element—such as sympathy, understanding, and problem detection—ultimately depends on the employer, there are aspects of stress leave management that can (and should) be delegated to technology.

actiPLANS offers a comprehensive solution to streamline this process, ensuring that employees feel respected and protected throughout their leave journey.

• Ceate custom leave types to differentiate stress leave from other entitlements.
• Automate PTO accrual calculation to keep employees aware of the leave time available.
• Restrict access to leave data for unauthorized personnel.
• Keep all leave data in one place for easy review and analysis.

Start a free trial today!

Stress Leave FAQ

Now, let’s shift to the common queries that arise when managing stress leave in the workplace.

Q: What regulations govern stress leave?

A: In the United States, there is no federal law specifically addressing stress leave. FMLA treats it as a form of mental health leave, which is unpaid, but job-protected.

California mandates up to 12 weeks of leave for serious health conditions under the California Family Rights Act (CFRA).

In Canada, employees may be entitled to take job-protected leave under provincial employment standards acts or the Canada Labour Code. Mental health issues are recognized as valid reasons for taking leave.

In the UK, the Employment Rights Act 1996 provides protection for employees who take leave due to illness, including mental health conditions. Employers must ensure they adhere to the Health and Safety at Work Act, which requires them to manage risks related to mental health.

In Australia, the Fair Work Act 2009 provides for personal/carer’s leave, which can be used for mental health reasons. Employers are also required to adhere to anti-discrimination laws related to mental health.

Q: How is stress leave paid?

A: Payment during stress leave can depend on several factors, including company policy, employment contracts, and local legislation:

Some organizations offer paid sick leave that can be used for mental health reasons.

Besides that, if your organization provides short-term disability insurance, it may cover a portion of an employee’s salary during their leave for mental health reasons.

Q: What documentation can employers request to substantiate stress leave?

A: Depending on your organization’s policy and local laws, you may require a doctor’s note or other medical documentation confirming the need for leave due to a mental health condition.

Some employers may also request a fitness-for-duty certificate from a healthcare provider before allowing an employee to return to work.

Please, ensure that you communicate these requirements clearly and compassionately.

Q: How to ensure privacy when dealing with stress leave situations?

A: All discussions regarding an employee’s mental health should be kept confidential. Only share information with those who need to know (e.g., HR or direct supervisors) and only with the employee’s consent.

Q: What if an employee needs to extend stress leave?

A: Approach extension requests with empathy and understanding, recognizing that mental health recovery can take time.

If an employee requires more time off than initially planned, encourage them to submit a request for an extension along with any necessary medical documentation.

If an extension is impossible, offer to utilize other types of leave, including unpaid.

Q: When to part ways with an employee taking stress leave?
A: While stress leave often indicates that an employee is facing significant challenges, it can also raise questions about their ability to perform in their position long-term.

You need to assess their overall fit for the role. Look beyond the current situation and consider their past performance, skills, and potential for recovery.