Notice
Observe changes without diagnosing.
Corporate programme
Managers and supervisors are not expected to diagnose mental-health conditions.
But they are often among the first people to notice changes in attendance, behaviour, communication, work quality or engagement.
This programme helps managers respond more appropriately while remaining within clear workplace boundaries.
Programme overview
People managers may wonder whether to raise a concern, what to say, what not to say and when a personal matter becomes relevant to work.
They may also need to manage attendance or performance, involve HR, explain support and respond to immediate safety concerns.
The programme does not turn managers into counsellors. Its purpose is to build responsible workplace response capability.
Final programme details, duration and activities will be confirmed in the proposal.
Why it matters
Managers have workplace responsibilities that go beyond awareness. They may need to approach an employee, listen, manage work expectations, maintain suitable confidentiality and involve HR or emergency support.
Managers can notice attendance, behaviour, communication or work changes without attempting diagnosis.
A respectful opening can acknowledge concern while keeping clear boundaries.
Wellbeing concerns can exist alongside attendance, safety and performance responsibilities.
Managers need to know when HR, professional or emergency support is required.
Learning outcomes
Programme content
Final emphasis may be adapted according to participant responsibilities and organisational needs.
Build practical awareness of how concerns may appear at work.
Clarify what managers can reasonably do and where their role ends.
Use observable behaviour and work information rather than assumptions or labels.
Prepare and open a respectful, private workplace conversation.
Use attentive listening without attempting counselling or diagnosis.
Maintain suitable confidentiality, role clarity and professional limits.
Separate support from the need to clarify expectations and manage performance.
Recognise when HR, professional or emergency support is required.
Plan reasonable check-ins and workplace actions after the conversation.
Workplace application
Learning approach
The programme uses realistic people-management situations to help participants recognise concerns, choose suitable language and apply boundaries.
Programme planning
The emphasis should reflect management level, HR support and situations managers are expected to handle.
Focus on recognition, conversation basics, boundaries and escalation.
Include performance, complex employee situations and team impact.
Support consistent manager response, referral pathways and suitable follow-up.
YOUR NEEDS SHAPE THE PROGRAMME.
Request a proposal →Delivery
Delivery can combine discussion, scenarios, role-play and case exercises according to manager responsibilities and organisational context.
FAQ
No. Managers should focus on observable workplace changes and suitable response, not diagnosis.
No. It does not train managers to provide therapy or counselling.
Examples may include changes in attendance, behaviour, communication, work quality or engagement. A change does not prove a diagnosis.
Use respectful language based on observable changes and invite the employee to discuss any workplace support they may need.
Respect the employee's choice while clarifying available support, workplace expectations and any necessary follow-up.
Yes. Wellbeing should be handled responsibly without removing the need for clear expectations and fair performance management.
When the matter exceeds the manager's role, involves policy or workplace risk, or needs coordinated support.
Follow organisational emergency procedures and seek appropriate professional or emergency support.
Yes. This programme focuses specifically on manager and supervisor response responsibilities.
Yes. First-line supervisor scenarios can be included.
Duration depends on the audience, scenarios and agreed depth.
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