We often talk about employee performance as though it exists in a vacuum -steady, predictable, and consistent. But the truth is, our capacity for work fluctuates, often significantly, depending on what life throws our way. 

Whether it’s the joy of expecting a child, the grief of losing a loved one, the overwhelm of parenting teens, or the quiet heartbreak of divorce, life’s personal events don’t stay neatly tucked away at home. They show up in our focus, our productivity, and our energy levels. And if we’re honest, we’ve all been there. 

As employers, understanding and accepting this reality is not only a matter of empathy, it’s a business imperative. A workforce that feels seen, supported, and safe to be human is more likely to be loyal, resilient, and engaged in the long run. 

Beyond EAP and Time Off 

Employee Assistance Programs (EAPs) and paid leave are important tools, but they can’t be the only tools. Not everyone feels comfortable accessing EAP, and time off doesn’t always fix the problem. Sometimes, what people need is flexibility, understanding, and practical support woven into their daily work experience. 

Here are a few ways employers can meaningfully support employees when life reduces their capacity: 

 

1. Create Space for Open Dialogue

Normalize conversations about capacity. Managers should be equipped to ask, “How are you really doing?” – and ready to respond with support, not judgment. Confidentiality, psychological safety, and trust are essential. An employee shouldn’t fear repercussions for being honest. 

 

2. Offer Flexible Work Arrangements

Flexibility can be a game changer. This might mean temporary reduced hours, flexible start/end times, remote work options, or modified duties. These accommodations often cost very little but deliver significant goodwill. 

 

3. Adjust Goals and Expectations

In times of personal stress, performance targets may need to shift. Managers should revisit goals in light of their current capacity and prioritize what truly needs to get done. This communicates empathy and realism, and it can actually preserve productivity by reducing burnout. 

 

4. Reassign or Redistribute Tasks

If someone is struggling, consider whether certain tasks can be shared, delayed, or temporarily assigned elsewhere. Cross training and collaborative teams make this more feasible and help build a culture of mutual support. 

 

5. Invest in Manager Training

Too often, people managers are promoted based on technical skills, not emotional intelligence. Providing training on how to recognize signs of distress, hold compassionate conversations, and offer flexible support can transform the employee experience. 

 

6. Model Humanity from the Top

Leadership sets the tone. When senior leaders share their own experiences of navigating tough times and acknowledge the importance of flexibility and empathy, it creates a ripple effect throughout the organization. 

 

7. Check In Later, Too

Support shouldn’t stop when the “crisis” is over. Grief, stress, and family strain don’t disappear after a week or two. Check in over time and continue offering flexibility and care as needed. 

 

Recognize the Value in Supporting Humans 

Supporting employees through life’s ups and downs isn’t just the right thing to do—it’s the smart thing to do. When employees know their organization has their back, they return that loyalty many times over. 

Capacity will ebb and flow. But a culture of empathy and adaptability? That’s what creates long-term success—for people and organizations alike.         

Sarah Mullins is the founder and CEO of uptreeHR, an outsourced Human Resource department for small to medium sized businesses. Sarah and her team are based in Halifax, Nova Scotia.

 

To book a complimentary 30-minute consult with Sarah, click here.