Recent studies have indicated that there has been an increase in the number of stress claims being reported in American workplaces as a result of a phenomenon not witnessed in either the United States or, indeed, Australia, for a generation or two, namely, the reality of a vulnerable or declining economy.

The possibility of a looming economic recession in many Western countries is already permeating itself through modern workplaces.

According to the Employee Assistance Professionals Association in the United State of America, the number of employees seeking assistance from their employers' psychological assistance programs has risen by 10%.

Much focus and research has been expended in recent years on stress management and Return to Work strategies (for claimants suffering from psychiatric disorders), but the addition of an unexpected stressor to working peoples' lives – the threat and possible reality of an economic slowdown – is an aspect of stress RTW thinking that has not been part of the rehabilitation obstacle course.

Whether we like it or not, it now is.

And while the new economic realities do not make the great stress research strides obsolete, they certainly change the parameters.

Employees displaying signs of subtle signs of behavioural changes, perhaps manifested by different working dietary, grooming or drinking habits, should alert employers that institutional and cultural changes may be needed in the workplace.

A Masters' Degree in Human Resources is not needed here :”easing up” on obviously stressed employees, ensuring that employees have taken their requisite annual leave, these are some of the preventive measures that occupational and RTW professionals can implement without impinging on the bottom line of the business.

Stress in a workplace can spread around like a virus – most employees tackle the same hardships of worrying about mortgages and paying for their offspring’s university tuition – so pay attention to what's going on.

Being tactful is also important: never brand anyone as having a “mental illness”.

Subtly offering a voice to listen to or a word of encouragement and understanding is important. Hopefully, that will act as a springboard for the employee to seek first-rate, external medical assistance.

And if this course of action takes place within an appropriate time frame, employers (and insurers) will not have to deal with the much greater burden of returning incapacitated employees back to work.

The lesson here is rather simple : in tough economic times, greater sensitivity to the needs and behaviour of staff will, in all likelihood, ameliorate the challenges faced by RTW Co-ordinators even if some loss of work time (and productivity) is incurred.