Purpose

To equip managers with practical strategies to compassionately support employees who show noticeable changes in behavior. This guidance helps managers lead respectful, behavior-focused conversations that honor privacy standards — without making assumptions or asking about mental health or diagnostic conditions.

Key Guidelines

  • Be empathetic, not diagnostic.
  • Focus on observable behavior.
  • Offer support resources like PAS (Personal Assistance Service)
  • Respect privacy and boundaries.

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How to Address Changes in Employee Behavior

Observable Behaviors Examples

Focus on specific, non-judgmental observations such as:

  • Noticeable withdrawal from team interactions
  • Reduced participation in meetings
  • Changes in tone or mood (e.g., appearing more subdued or irritable)
  • Decline in energy or enthusiasm
  • Missed deadlines or reduced productivity
  • Increased absenteeism or tardiness

Do's and Don'ts

DoDon't
  • Use compassionate, non-judgmental language.
  • Refer to observable changes in behavior.
  • Offer resources like PAS.
  • Keep the conversation focused on support and performance, not diagnosis.
  • Consult manger resources.
  • Ask: "What illness do you have?" or "What medications are you on?"
  • Pressure the employee to disclose personal details.
  • Imply or assume mental health or disability.
  • Assume a Fitness for Duty evaluation is needed.
  • Immediately send them home.
  • Immediately place them on administrative leave.

Conversation Checklist for Managers

Before the conversation:

  • Review of recent observable behaviors
  • Prepare to speak with empathy and discretion
  • Have PAS contact information ready

During the conversation:

  • Use non-diagnostic language
  • Refer to specific behaviors (not assumptions)
  • Express concern and support
  • Offer Resources

After the conversation:

  • Document the interaction factually
  • Monitor for continued changes in behavior
  • Follow up if needed with EOH and/or Human Resources

Sample Talking Points

  • Check in personally: “Hi [Employee Name], I have noticed you have seemed quieter or less engaged lately. I just want to make sure you are doing okay.”
  • Express concern: “We care about your well-being and value your contributions.”
  • Offer resources: “If you would like to talk or need support, PAS is a confidential option. I can help connect you if you want.”

When to Escalate

If behavioral changes begin to affect job performance:If employee voluntarily discloses a health problem limiting their performance:
  • Document observable objective behaviors.
  • Request a manager consult with PAS.
  • Consult with Human Resources.
  • Consult with Employee Occupational Health.
  • Should not engage in discussing the condition.
  • Express supportive concern.
  • Supervisor should advise employees of Resources.

Resources