– This paper aims to describe how performance management may inadvertently expose employees with a hidden mental illness to disciplinary procedures.
– It outlines how to manage possible cases of hidden mental illness to ensure HR specialists are providing valuable resources in this area, rather than pursuing a performance-management plan that may be inappropriate and/or ineffectual.
– It highlights the importance of putting into place policies to deal with the high numbers of employees who make the conscious choice to keep their mental disorder hidden.
– It explains that stigma and shame will often cause employees to remain silent about such illnesses, but when the symptoms of hidden mental disorders affect attendance and/or performance, the organization can consider adopting policies to deal with this area rather than ignoring it.
– It reveals that, on average, 20 per cent of employees attend work in any calendar year with a common mental illness.
– It provides useful guidance on dealing with mental illness, which is often hidden.
