Employees have long had a problem with burnout. The COVID-19 pandemic has, of course, made matters worse by further disrupting work-life balance as employees attempted to cope with an always-on work schedule, loss of interest, health care concerns for themselves and their families, and other issues.
As workplaces reopen and workers are called back to their offices, struggles with anxiety, depression and other mental health issues have been further exacerbated. No one should be shocked; after all, the average adult spends almost a third of their time in the workplace.
The Great Resignation that started at the height of the pandemic is a clear indicator that people’s priorities have shifted—at least in the near term—from even the highest salaries to health, well-being and personal happiness.
A recent Firstup survey of 23,105 respondents across the United Kingdom, United States, Germany, Belgium, the Netherlands, Luxembourg and the Nordic countries found that despite all the talk about mental health support from employers, few practical solutions for employees have emerged. In fact, 17 percent of employees believe their employer does not support their mental health, which makes employees feel worthless. Some employees even describe their place of work as uncomfortable, unfamiliar or unfriendly.
Nineteen percent of respondents said their employer has only started showing interest in supporting their mental health since the pandemic. And while 22 percent said their employer has the intention to support their mental health, they still don’t feel supported.
There were also some concerns around communication. Thirty-eight percent of survey respondents wanted their employers to create a better line of communication between executives and employees, and 20 percent wanted employer communications and messages delivered to the places where they spend their workday. It is evident that more-targeted communications should replace broad-brush, generic expressions of concern.
Additionally, to truly support their employees’ mental health, organizations should recognize that employees face new problems in a workplace reshaped by the pandemic. In practice, this means organizations must provide effective assistance while reimagining their employee communications and procedures.
This cultural change starts with leadership and filters down. Leaders can no longer afford to be silent on the topic of mental health, nor can they delegate the job of addressing employee mental health to someone else in the organization. To set the tone for mentally healthy workplace culture, leaders themselves must become champions of wellness.
Organizations should address these issues by taking the following actions, which are both logical and practical.
Understand What Employees Do Each Day
Senior management must have a thorough knowledge of their employees’ jobs and what each job entails in order to give appropriate assignments that are feasible within a 40-hour workweek. Only then can leaders act quickly if staff is overwhelmed or overburdened.
Furthermore, and as obvious as it may seem, priorities should be set in consultation with team members. Having such discussions is critical to avoiding potential misunderstandings. Management’s perceptions of what is crucial and what is nice to have can vary greatly from what employees consider essential.
Hold Candid Conversations
Organizations must offer employees chances to speak freely about mental health issues without fearing stigma or retaliation. Many mental health professionals agree that merely being able to voice concerns to a caring listener can reduce tension. When employees voice concerns, managers and workers can decide on the best course of action. Effective interventions could include reducing the workload and authorizing time off.
Walk the Talk
It is critical for executives and top managers to stick to their word when it comes to communicating with staff. While leaders frequently claim they support open-door policies, employees do not necessarily feel they can approach leaders with problems.
In addition, transparency from leadership would help reduce stress. Employees believe they would have a better understanding of the rationale behind management’s actions if they had insight into the organization’s decision-making and roadmap. This is understandable. Fear of the unknown is often the biggest cause of anxiety and stress.
Support Caregiver Employees
In the Firstup study, 29 percent of respondents said that they would welcome more flexible hours within the workweek to allow them to juggle the demands of kids, a two-income household and the now seemingly endless workday. Employees caring for children or relatives can benefit the most from having flexible hours. This is especially significant in assisting employees in maintaining their work-life balance while still providing them some sense of distinction between work and everything else an employee does.
Prioritize Employee Well-Being
Work must shape itself to fit within workers’ personal and professional boundaries, not the other way around. For example, 21 percent of Firstup survey respondents said that internal emails should not be delivered after hours, and 25 percent of respondents said they wanted designated mental health days. Employers should act on these suggestions.
Leaders should also lead by example to set the standard for culture change. If their bosses prioritize their health, more employees are likely to do the same. It shows them that the company cares about mental health and employee well-being.
Create an Excellent Employee Experience
Successfully creating an excellent employee experience requires focusing on the individual. Simply engaging in happy talk about “wellness” and “teamwork” will not suffice.
It has been said that people do not quit their jobs; they quit their managers. The same can be said of an organization’s culture. When workers feel valued and listened to, they are more likely to stay and be productive because they believe the organization is looking out for their best interests.
Caring for employees should not be seen as something that is nice but inessential. It is imperative. A Willis Towers Watson study found that organizations with high-performing cultures (as measured by employee engagement, retention and productivity) outperform their peers by 2.5 times.
So, what does this mean for your organization? It is time to wake up and smell the coffee. The benefits of good workplace culture are too great to ignore. If you are not already doing so, now is the time to start focusing on creating an excellent employee experience. Your employees (and your bottom line) will thank you.
06 July 2022
Category
HR News Article