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    Navigating the Impact of the ‘Flexi-fallout’ on Employee Wellbeing

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    Remote and flexible working arrangements have become the new norm, and in 2023, at least 44 percent of employed adults worked this way.
    But as businesses begin to transition back to onsite working, employees are growing concerned that they will lose the flexibility they’ve grown accustomed to.
    This anxiety will likely cause an increase in flexible working requests under the Flexible Working (Amendment) Regulations 2023.
    To address these concerns and support employee wellbeing during this transition, employers must take proactive steps to assess and mitigate the potential negative impacts of the ‘flexi-fallout.’
    Consider the impact of the ‘flexi-fallout’ on employees
    While mandating a return to onsite working may seem like a straightforward solution to increase productivity, it’s essential to consider the broader implications for employee wellbeing.
    For the majority of employees, the flexibility afforded by remote or hybrid work arrangements is pivotal for maintaining a work-life balance, and removing these options could result in increased stress, work dissatisfaction, and ultimately, burnout.
    Research has shown that hybrid work models can enhance productivity and job satisfaction, with 65 percent of hybrid workers reporting increased productivity and 59 percent experiencing improved job satisfaction.
    Before implementing any changes, employers must carefully evaluate how transitioning back to on-site working will affect their employees’ emotional well-being and productivity and whether the change is warranted.
    It is crucial to engage in open dialogue with employees to understand their perspectives on flexible working. By soliciting feedback and addressing concerns, employers can ensure that any decisions regarding workplace policies are informed and considerate of employee needs.
    Model benefits during the transition
    Workplace culture plays a major role in employee wellbeing and happiness, and maintaining a healthy outlook will help to facilitate a smooth transition back to onsite working and prevent a flexi-fallout.
    Employers should lead by example by encouraging employees to embrace the change in working policy and help them feel more motivated and supported about returning to the workplace.
    Taking a punitive approach to enforcing onsite attendance can backfire and lead to increased worker dissatisfaction and potentially higher employee turnover.
    Instead, employers should emphasise the benefits of returning to in-person working, such as increased social interaction, collaboration, and creativity.
    Office environments offer opportunities for spontaneous interactions and idea-sharing that can enhance problem-solving and alleviate feelings of isolation experienced by remote workers.
    Emphasising the value of these face-to-face interactions can help employees feel more connected and engaged with their work and colleagues.
    Establish a supportive workplace culture
    Creating a healthy and inclusive culture at work is vital for prioritising employee wellbeing and maintaining employee motivation and efficiency.
    Employers have a responsibility to cultivate a good working environment and must establish open lines of communication and stress the importance of a healthy work-life balance.
    A recent survey found that one in three workers have quit a job due to poor management and toxic work culture, but organisations that establish a respectful, transparent, and trustful environment are more likely to make their employees feel valued and empowered.
    Encourage workers to raise concerns they may have and remind them about setting boundaries and taking regular breaks to protect their well-being while enhancing job satisfaction and reducing the risk of burnout.
    Support employees with the right resources
    Transitioning back to onsite working from flexible working can be a struggle for some employees, but making resources and support services available can ease this process.
    Mental health support services like Cognitive Behavioural Therapy (CBT) sessions can equip workers with tools to manage stress and anxiety and address other mental health concerns that can create further workplace challenges.
    Counselling services like Employee Assistance Programs (EAPs) can help employees deal with personal or work-related challenges to mitigate stress and improve emotional and mental well-being.
    Improved employee well-being can reduce absenteeism and enhance productivity to the benefit of both workers and employers.
    All teams should also complete emotional literacy training which can help colleagues empathise with each other as they undertake workplace changes, and this will also help with coping with complicated interpersonal dynamics to foster healthy communication and resilience.
    By prioritising employee wellbeing and fostering a supportive and resilient workplace culture, employers can ensure a smooth transition back to onsite working while maintaining high levels of morale, productivity, and job satisfaction to successfully avoid a ‘flexi fallout.’
    By Gosia Bowling, National Lead for Mental Wellbeing at Nuffield Health.
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      6 Workplace Wellbeing Trends that Will Continue to Rise in 2024 

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      According to our 2023 Healthier Nation Index, 44 percent of us said our jobs had negatively impacted our mental health at some point this year.
      Employers have a responsibility to help individuals manage both their physical and mental wellbeing. But it’s clear businesses still need to work harder to provide targeted support to their employees.
      But the good news is that changes in the corporate world are trying to make this possible. Previous Nuffield Health research showed that 2 in 3 businesses offer physical and mental wellbeing to their workplaces.
      With this in mind, I suggest six workplace wellbeing trends we can expect to see grow in prominence in 2024.
      #1 Workplace ergonomics
      Our 2023 Healthier Nation Index showed that 36 percent have taken time off work due to musculoskeletal issues, which shows there’s a significant need for physical wellbeing support in the workplace.
      As we move into a more permanent hybrid work set-up in 2024, we’ll see the development of specialist programs and more technological innovations as potential solutions to improve workplace efficiency and prevent MSDs.
      For example, wearable technologies like exoskeletons are revolutionary mechanical frames that a worker can wear to support and protect the body from the strain of arduous work. Research shows they can offload up to 40 percent of a load, and reduce the labor required by muscles.
      Virtual reality is also on the rise, as it can assist in employee training by simulating work environments and helping employees identify workplace hazards.
      Away from tech and innovations, it’s vital for employees and employers to note their legal requirements to provide a provision at work and at home including desk and DSE assessments.
      #2 Shifting organizational values.
      Research shows the hybrid work model has been forecasted to rise to 81 percent adoption, with Gen Z amongst its most enthusiastic supporters.
      In the past, we may have seen resistance to such demands from businesses, but now, more than ever, employers are working on ways to stay open to employee suggestions and adapt work models accordingly.
      We’ll see more of this in 2024, which highlights that workplaces are beginning to understand the importance of ensuring workers are satisfied across the board rather than just adequately remunerated.
      Companies will continue to focus on how to improve work/life balance, wellness, intellectual challenge, and personal growth and development.
      #3 Non-negotiable self-care
      According to our research, only 15 percent of us take more time to focus on self-care, when trying to support our mental health. Self-care time has traditionally been reserved for outside work hours, like a morning walk or a hot bath at night.
      However, work is invariably intertwined with our life routines, and it’s becoming clear to businesses that weaving moments of self-care throughout the day will be more beneficial to employees than grinding through a hard day and leaving their “me” time for later.
      In 2024, we’ll see more businesses encouraging their employees to educate themselves on their self-care needs. More will provide employees with helpful tools or sessions that encourage them to slow down and breathe.
      Whether it’s introducing company mindfulness sessions, inviting in experts to teach individuals about different self-care practices or researching new ideas that could potentially benefit the whole team, building awareness will be key to many businesses next year.
      #4. Inclusive wellness initiatives
      Workplace wellness is for everyone, and in 2024, diversity and inclusion efforts will continue to extend to wellness programs.
      Many businesses are starting to rethink their benefits offerings to promote fairness, equal opportunity and prevent burnout. For example, is offering a subsidized gym membership a benefit if employees are not located near a gym or able to afford the reduced membership?
      To address such disparities, gathering feedback from employees is essential. Understanding their unique needs and challenges allows tailoring benefits to address immediate concerns.
      In 2024, there’ll be a heightened focus on ensuring that every employee, regardless of background or abilities, has access to the support and resources they need to thrive.
      #5 Reducing financial stress.
      Our 2023 Healthier Nation Index revealed 59 percent of individuals believed the cost of living or a change in personal finances had negatively impacted their mental health over the past year.
      Financial worries can significantly impact mental health, and without effective support, mental health conditions can affect a person’s confidence and identity at work.
      More businesses will adapt their wellness offerings to enable employees to cut costs where they can. For example, offering flexible work options, like remote work, flexible hours, or compressed workweeks, can help employees better manage their schedules and save on commuting costs.
      There’ll also be a greater focus on offering childcare benefits or access to discounted childcare services, which will also support employees in managing the high costs associated with childcare.
      #6 NOT sleeping on the job.
      Our Healthier Nation Index highlighted that poor sleep is still a huge issue across the nation. On average, Brits are only getting 5.91 hours of sleep a night, this is down from 6.11 in 2022 and 6.19 in 2021.
      There still exists a vital need for employers to be more attuned to the sleep needs of their staff and the potential role it has in improving employees’ physical and emotional wellbeing if businesses prioritize its importance.
      In 2024, more companies will collaboratively engage with their healthcare partners to bolster sleep education and the relevant employee benefits needed to support those struggling.
      We believe more businesses will provide wellbeing support through external services like cognitive behavioral therapy, an effective therapeutic therapy for insomnia. CBT-I considers how your thoughts and beliefs about sleep may influence your sleep behaviors, examines behaviors and habits around sleep, and introduces techniques like relaxation and sleep restriction.
      By Marc Holl, Head of Primary Care at Nuffield Health.
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      The Unspoken Privilege of Wellbeing During the Cost-of-Living Crisis

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      The surge in the cost of living is deeply impacting both workers and businesses, as the escalating prices of vital commodities and services add to financial strain and psychological stress.
      A substantial 47 percent of UK employees revealed they have minimal to zero savings remaining by the close of each month. Furthermore, an additional 15 percent indicated their households encountered difficulties covering monthly expenses.
      Numerous employers are taking proactive measures to assist employees amidst escalating costs. After a demanding two years contending with the Covid-19 pandemic, a silver lining emerged: an enhanced emphasis on employee benefits and their significance to the workforce during that difficult period.
      With the cost-of-living crisis causing further issues for employees, there has never been a better time for companies to recommunicate their benefits offerings to assist staff through another increasingly uncertain and stressful time.
      However, according to research, today’s benefits appeal mostly to the highly paid, but further research shows there is a strong business case to provide employee benefits that demonstrate diversity and inclusion.
      I address some of the assumptions workplaces might make about employee wellbeing, why they are problematic, and how to provide support during the cost-of-living crisis.
      Why does the cost-of-living crisis impact the workplace?
      Nuffield Health’s 2023 Healthier Nation Index revealed 59 percent of individuals believed the cost of living or a change in personal finances had negatively impacted their mental health over the past year.
      Mental health can be significantly impacted by financial worries, and without effective support, mental health conditions can affect a person’s confidence and identity at work. The ability to concentrate and work productively can decline, and businesses may report an increase in absenteeism and presenteeism among those struggling.
      Another issue employers might face is staff taking up second jobs to meet their increased outgoings. Research shows 5.2 million workers have taken on an additional position to help pay for the increased cost of living, and another 10 million plan to, in response to rising costs.
      Employees working all hours to try and meet basic needs could easily result in fatigue and burnout. And as we all know, tired, anxious, and exhausted employees do not equate to healthy, productive teams.
      Workplace burnout may impair short-term memory, attention, and other cognitive processes essential for daily work activities, making employees significantly less productive. Burnt-out employees are also 63 percent more likely to take a sick day and 2.6 times as likely to be actively seeking a different job.
      Keen for self-care
      More businesses are encouraging employees to prioritise self-care during these challenging times. While well-intentioned, financial instability is making it difficult for employees to afford basic necessities, let alone invest in self-care activities or wellness-related expenses.
      Those working irregular or unpredictable schedules, find it near impossible to plan and commit to self-care activities. The reality for many, especially those in lower-paid or high pressure roles, is that they can’t simply take breaks, when they feel like it or need it from stressful jobs.
      Those in marginalised groups face much more than just work stress too. Compared to other economic classes, they are more likely to face exposure to crime, drug-saturated neighbourhoods, and overcrowded residences.
      Lower-income employees may not have access to the same resources that higher-income employees do, like fitness facilities, healthy food options, and mental health services.
      Nutrient-dense foods are also now too expensive for many households to afford. A recent study estimated that lower-income families would need to dedicate a whopping 43-70 percent of their food budget to fruits and vegetables to meet dietary guidelines.
      Where do we go from here?
      It’s clear the ongoing stress associated with living with less than one needs can create constant wear and tear on the body. This, in turn, disrupts and harms the body’s physiological stress response mechanism while also diminishing cognitive and psychological responses essential for confronting challenges and daily stressors.
      Many businesses pride themselves on offering a suite of perks for employees, which they claim will help those during particularly difficult times, like the ongoing cost-of-living crisis. However, our 2022 data actually suggests that 1 in 3 employees are offered no physical or mental wellbeing services by their employer.
      We believe responsible businesses should offer these services to their staff. Those who don’t already should invest in the health of their employees by speaking to expert health third-party providers who can guide them on the best offerings to introduce.
      For the two-thirds of businesses that do offer employee benefits, it’s worth noting some of these might not be accessible or suitable to all employees. For example, is offering a subsidised gym membership a benefit if employees are not located near a gym or are able to afford the reduced membership?
      Managers need to fundamentally rethink their benefits offerings to promote fairness and equal opportunity and prevent burnout. When deciding which to offer – specifically during a cost-of-living crisis- it’s essential to gather feedback from employees to understand their unique needs and challenges. Tailoring benefits to address their immediate concerns can have a significant positive impact on their well-being and loyalty to an organisation.
      Providing employees with fair and competitive wages is one of the most direct ways to address financial challenges related to the cost of living. A living wage can help employees cover their basic needs without having to struggle as much financially.
      Investing in employees’ professional development through tuition reimbursement or training opportunities can help them start to build the skills needed for potential higher-paying roles, which they may be able to apply for more quickly in the future.
      Making sure you provide access to relevant benefits is also key. For example, offering flexible work options, like remote work, flexible hours, or compressed workweeks, can help employees better manage their schedules and save on commuting costs.
      However, if employees’ roles do require them to be physically in the workplace, perhaps your business might consider providing transportation benefits instead, like subsidised public transportation passes, which can help alleviate commuting costs. Offering childcare benefits or access to discounted childcare services can also help employees manage the high costs associated with childcare during a cost-of-living crisis.
      Where signs of burnout, financial stress, or anxiety are recognised, employers should signpost employees towards the emotional wellbeing support available to them. This may include Employee Assistance Programmes (EAPs) or cognitive behavioural therapy sessions (CBT), which give individuals direct access to a specialist who can help them explore and understand the factors which are impacting their health and wellbeing.
      Communicate helpful resources like where to apply for monetary support, how to access debt management helplines or find financial literacy programmes. Regardless of whether this support comes from an external resource or from your own company’s offerings, this advice can empower employees to make informed decisions about budgeting, saving, and managing their finances.
      Additionally, highlighting community resources, government programmes, and nonprofit organisations can help employees find accessible self-care resources if they have limited financial means.
      During these challenging times, employees want to know their employer has their best interests at heart. Wellbeing is tied to feeling valued and appreciated, and it’s essential our colleagues are met with understanding and assistance every step of the way.
      By Marc Holl, Head of Primary Care, Nuffield Health.
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      Leveraging AI for Employee Mental Wellbeing

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      As organizations strive to attract and retain top talent, it’s crucial to recognize the potential of artificial intelligence (AI) in supporting employee mental wellbeing.
      Going beyond its role as a productivity tool, there’s untapped potential in AI to support employee mental health in the workplace. But how safe is it to hand over such responsibility to AI? And when should human intervention take place?
      In the modern workplace, mental health has gained significant recognition for its importance. Employers now understand that the wellbeing of their employees extends beyond physical health. Mental health plays a crucial role in overall productivity, engagement, and success. For the newest generation entering the workforce today, mental health support is a must, not a nice to have.
      Prioritizing mental health in the workplace is essential because it directly impacts employee wellbeing and happiness. A positive and supportive work environment that promotes mental wellbeing fosters a sense of belonging, reduces stress levels, and improves job satisfaction.
      The role of AI in workplace mental wellbeing
      AI-powered solutions, such as virtual assistants, have the potential to revolutionize mental wellbeing support in the workplace. However, there are currently no tools dedicated to mental health support. While there are anecdotal instances of people using the likes of ChatGPT for support, the tool isn’t designed for such use cases. As such, there is a need for generative AI capabilities to be utilized in a considered way to ensure appropriate measures are in place to enhance the user experience.
      The challenge in creating an AI-enabled assistant for mental health support lies in ensuring that it is designed by individuals who possess a deep understanding of the intricacies of therapy and coaching practices. Developing an AI-powered assistant that can effectively provide support, guidance, and empathy requires a comprehensive knowledge of psychological principles and therapeutic techniques.
      To create an AI-enabled assistant that can engage in meaningful and effective conversations, developers must work closely with clinicians who have a profound understanding of various therapeutic techniques. This includes Cognitive Behavioral Therapy (CBT), which is widely recognized as an effective treatment for a range of mental health concerns.
      This understanding enables the AI-powered assistant to follow evidence-based practices and techniques that promote positive change and empower users to overcome challenges.
      Building an AI assistant dedicated to mental wellbeing
      With these challenges in mind, I could see an opportunity to develop an AI-assisted tool specifically designed for mental wellbeing. Not only this, but a mental health support tool that could be deployed in the workplace, bringing the benefits of AI that leverages therapeutic best practices to employees and employers alike.
      As part of this process, I set the following requirements for such an AI-enabled assistant:

      Ethical guidelines: Align AI systems with internationally recognised ethical guidelines for psychological practice to ensure user privacy, data protection, and confidentiality.
      Compliance: Follow relevant data protection and privacy laws to safeguard user data and maintain transparency in data collection and usage.
      Robust algorithm design: Develop AI algorithms that prioritise user wellbeing and avoid biases that could perpetuate harm or discrimination.
      Human oversight: Establish clear protocols for when AI should hand over to human professionals, such as during critical or complex mental health situations.

      Following months of work, the result was EMMA, an artificial intelligence-powered virtual assistant for mental health and personal growth support.
      Harnessing the power of Azure Cognitive Services and generative AI, combined with our own advanced sentiment analysis, EMMA provides immediate always-on support, encouragement, and guidance for a range of mental health concerns and personal development goals, through text-based conversations.
      Attracting and retaining talent with AI-powered mental wellbeing
      This development is great news for employees, but how can it help with the recruitment process? Well, I believe organisations that prioritise employee wellbeing and leverage innovative solutions like AI can differentiate themselves in the talent market.
      Prospective employees are increasingly seeking employers that genuinely care about their mental health. So, highlighting the availability of AI-powered mental wellbeing support during the recruitment process can showcase an organisation’s commitment to employee wellness, attracting top talent who value a supportive work environment.
      AI-enabled tools can also play a pivotal role in fostering a positive work culture that promotes employee wellbeing. By offering constant support, guidance, and resources, AI-powered assistants create an environment where employees feel valued, supported, and understood. This can contribute to increased job satisfaction, engagement, and loyalty, ultimately reducing turnover and enhancing the overall work experience.
      Of course, addressing mental wellbeing concerns through AI-enabled support can significantly impact employee performance and productivity. When employees feel supported and access resources that enhance their mental wellbeing, they are better equipped to manage stress, maintain focus, and bring their best selves to work. This, in turn, helps to improve individual and team productivity, leading to better overall organizational performance.
      AI-enabled tools truly offer significant potential for supporting employee mental wellbeing in the workplace, making it valuable for talent attraction and retention. By embracing the role of AI as a tool for human enhancement, organizations can create workplaces where individuals thrive and reach their full potential.
      By Asim Amin, Founder and CEO of Plumm.
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      Leading by Example to Enhance Employee Physical and Emotional Wellbeing

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      ‘Putting your own life jacket on, before helping others’
      Research shows employees are putting in an average of 9 hours of unpaid overtime per week.
      Does this surprise you? Probably not.
      Overwork culture – with long hours and constant exhaustion- is still seen as a badge of honor within the workplace. This is despite the WHO revealing the negative long-term implications of such behavior, including exhaustion, burnout, and a possible deterioration in mental health.
      So, why do many of us managing others still lead in this counterproductive way?
      Badge of Honor
      There are lots of practical factors connected to overworking and taking on as many tasks as possible that are thrown our way. But socio-economic factors associated with ‘overworking’ are also deeply ingrained in our workplace culture.
      Many of us simply work long hours to keep our jobs, pay off debt, or so we’re first in line for that long-awaited promotion.
      For those that adopt a culture of long, intense work hours, there’s often a performative element involved. Overwork is often seen as a peculiar sign of success.
      Whether this is defined by a fancy job title or lifestyle, or even by demonstrating actual exhaustion, the ‘kudos’ associated with overworking hold firm.
      Overworking also depends on the industry type and role you are in. For example, people in jobs geared towards helping others, like line managers, tend to work longer hours that can result in physical and emotional exhaustion.
      Enter the global pandemic
      The pandemic has intensified negative work behaviors across all work hierarchies, with COVID culture impacting employees, line managers, and senior leaders.
      While working from home has its perks, it also means there is technology around us continually throughout the day. There is not a clear separation between ‘being at work’ in a working environment and ‘being at home’.
      Financial volatility also rose during this timeframe, which drives many companies to act with a ‘we need to get more done for less’ attitude.
      Worryingly, mass redundancies and furlough schemes meant higher workloads, stricter deadlines, and increased concerns about job security. As a result, many managers took on a lot of this extra strain to cover the workloads of newly missing team members.
      Making yourself accountable
      Overworking is usually a top-down issue. It can only be tackled by a fundamental shift in management behavior. One of the big worries is many individuals in leadership positions are persuaded there’s no problem with it.
      However, managers should acknowledge the risk of burn-out and a decline in mental and physical health if they continue to work in this way.
      Furthermore, they are modeling unhealthy behaviors to their teams, which could have far-reaching adverse side effects. As more employees follow your example, the more likely it is that physical and mental health issues spread to become a company-wide epidemic.
      What’s more, it’s not helping companies either. Employees who are feeling an imbalanced state of well-being are 33 percent more likely to seek a new role elsewhere. In contrast, when an employee experiences positive well-being, this drops to 8 percent.
      Considering such findings, managers need to look at ways to protect their mental health and wellbeing, which can be mirrored to their teams, encouraging others to follow suit.
      Where to start
      Start small. Take those breaks. Make sure you’re taking all your annual leave, and delineate some time where devices are turned off, and you don’t look at them. Everyone needs some clear headspace and others need to know this is a company-wide expectation.
      Get a temperature check on how those around you feel about their workloads by running a few short, informal meetings, either online or in-person, so teams don’t feel further stressed.
      There are unexpected benefits to caring for employees who feel unable to switch off from work.  More employees will be loyal to you, as a manager, if you recognize signs of distress and urge them to take time out.
      Promoting emotional health
      Leading by example is easier to achieve if you feel confident in doing so.
      You need to be aware of the support offerings provided by your workplace. A useful workplace wellbeing strategy blends physical offerings like private health assessments, onsite or subsidized gym memberships with emotional wellbeing support.
      Liaising with HR and ensuring policies contain these perspectives is important. Ask about the possibility of additional training in Mental Health Awareness, to help you notice the signs of possible mental health issues in yourself and others.
      Company offerings like employee assistance programs (EAPs) and cognitive behavioral therapy may be something to discuss as a permanent investment. The presence of an emotional wellbeing therapist in the workplace communicates clearly that conversations about mental health are welcome and expected.
      Digital or virtual therapy solutions can be effective too. Remember, for many people, the notion of sharing a vulnerability or admitting a problem, is a barrier in itself. However, some research suggests psychotherapy conducted online is as effective as face-to-face sessions. During 2020 Nuffield Health therapists delivered 3.7 million minutes of therapy remotely.
      Encouraging physical activity
      Evidence suggests that executives who look after their physical health are more effective leaders. Frequent exercise boosts brain health, improving memory function and the ability to process new information. Exercise can also improve sleep, which is often disrupted by stress, depression, and anxiety.
      It is important physical health is not overlooked in workplaces where there are high-stress levels and a culture of long work hours.
      The less anxious you are and the better you are at reacting to the circumstances around you, the better you’ll work under pressure.
      Managers should look for gaps in their routines where they could replace something sedentary with exercise.
      Why not try shaking up work routines with activities by organizing ‘walk and talk’ meetings? These can make gatherings more efficient as employees are likely to become energized than lethargic during a brisk walk.
      As restrictions begin to lift, take advantage of any offerings from your company like discounted or free memberships to local gyms, classes, or taking part in a sponsored workplace group in a charity event like a fundraising run. Encourage people to join you, to increase physical activity across your teams.
      For those working from home, continue to offer a level of flexibility for when people exercise. This is so employees feel comfortable exercising when it is convenient for them. It’s important those who began a fitness routine at home do not stop because they feel guilty working out when others are in the office.
      By Gosia Bowling, National Lead for Emotional Wellbeing, Nuffield Health.
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      How to Support Staff’s Mental Health When Working from Home

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      Since the announcement on the 22nd February 2021 that lockdown restrictions will be easing, there has been a 466.67% increase in Google searches for “returning to office”.
      Over the last year, the UK has had to adapt to a new way of working, especially with mental health affecting so many people working from home. A study done by Harvey Nash shows that 1 in 3 people reported that their mental health has deteriorated, while 26 percent of UK tech professionals have said that they are experiencing even higher levels of stress than they did before the pandemic.
      Researcher at the Institution of Organisational Safety and Health (IOSH) Kirsty Iliffe and leading commercial space provider, Bruntwood Works, have provided advice and some lessons learned from the past lockdowns when it comes to supporting employees mental health.
      Kirsty says; “The ongoing stress of the pandemic could lead to both physical and psychological damage and even depression and anxiety,” she goes on to add; As employers, organizations have a duty of care to help their employees and in many countries, they have a legal obligation to do so.”
      “It’s important that organizations are aware of the potential mental ill-health implications and ensure they are aware of their roles and responsibilities in supporting their teams.”
      1 – Have regular, honest one-to-ones
      Lockdown has changed the way we schedule our days. Previously, a manager’s office door was always open. Now, our communication has dwindled as the lockdowns go on, and we get used to working from home.
      Effective one-to-ones under the new measures look fundamentally different; they should be open, honest conversations about how we feel, what we’re worried about, and — most importantly — what’s helping us through it.
      “Keep in regular contact with remote workers,” says Kirsty. “This will help to avoid feelings of isolation and loneliness. It’s a good way to ensure that workers are well and that they understand any information and instructions presented to them.”
      During these conversations, you should let your staff set the agenda. This is the time for managers to listen more than anything else. Establishing a safe space where employees feel heard, can be a lifeline for those who are struggling.
      2 – Bring the office perks home with you
      Back in the office, business owners spent a lot of time understanding how their employees’ environment affected their productivity, meaning they were creating office perks that would encourage a friendly and productive environment, but when we entered lockdown this wasn’t an option anymore.
      Companies should continue to boost staff morale by finding ways to continue those perks outside of the office.
      Here are some of the most common office perks — and how you can replicate them remotely:

      Gym memberships — If the gyms are closed run a virtual fitness club instead. Share your results using a smartphone app and incentivize the winner with prizes like an afternoon off or an Amazon voucher.
      Free food — Used to getting free snacks or meals at the office? Send your staff vouchers to order themselves a tasty lunch a couple of times a month.
      Great internet — Most modern offices have fast internet speeds to cope with staff being logged on eight hours a day, but it’s tricky to replicate that at home. Invest in some signal boosters for staff who are having trouble with their home internet connection.
      Office games — Missing the foosball table in the office? Luckily, there’s a ton of virtual games you can challenge teammates to instead. You can play Pictionary, Scrabble, and even chess online. Start a leaderboard to see who’s doing best on your team!

      3 – Share some good news
      When everyone was first put into lockdown, we were obsessively connected to the news cycle, which was mainly negative news being fed to us. Continually being exposed to negative statistics greatly impacted the outlooks and moods of workers. To combat this, companies should share the good news as regularly as possible.
      Jo Gallagher, People Business Partner at Bruntwood Works says the company has made practical efforts to share more good news. “Every day, right across the business we’re seeing, hearing, and reading some great colleagues’ stories on our staff conversation platform, Universe. We’ve welcomed a few new Bruntwood Works babies, we’ve embraced new learning opportunities and we’ve seen how our customers are supporting the fight against COVID-19.”
      When reading through the press it may not be easy to come across positive news, as a business you can share stories of staff achievements and acts of kindness. Doing so will help lift moods and it may also help to prevent their mental health from deteriorating.
      4 – Keep your (virtual) door open
      When we were in an office environment, employees often mixed with different teams and senior team members, whether that was whilst making a coffee or having lunch.
      Since we are working remotely that just isn’t possible anymore. Setting up measures that bridge the gap between the teams and senior members is important to make sure those relationships are still present.
      “Communicate the organizational plan,” advises Kirsty: “be open and honest with all employees. Explain what the organization is doing to help protect its employees, their families and friends, and the organization itself.”
      Opening these channels of communication helps your team feel more closely connected with what the business is doing. It gives them a chance to have their say during a time when very little seems to be in their control.
      One of the best ways to do this is to have virtual ‘open door’ times for senior staff. During these sessions — perhaps a couple of hours on a Friday afternoon — company directors should keep their calendars free and be prepared to chat with any staff members who want to talk. It could be about the business’s performance, staff concerns, or even new ideas for how the team can move forward.
      5 – Don’t give up on social events
      Social events were simple before the lockdown. Teams would go out for a few drinks or maybe a fun activity and everyone would have a chance to get to know each other a little better.
      As we can not attend any social events, it becomes easy for companies to stop hosting and creating staff socials. Leaders need to look for new options available to them.
      Schedule regular social events with your team. Anything that lets you keep in touch without the conversation centering around work will help support your team’s mental health. Here are some virtual socializing ideas your business can try:

      Virtual coffee sessions
      Zoom evening drinks
      Friday afternoon quizzes
      A TV and film recommendations group
      30-day music challenges
      Virtual book clubs.

      One step at a time
      “People have personal triggers; some are better to carry on working while others simply need some downtime. There is also the social stigma that many feel around talking about their struggles.
      Kirsty from IOSH highlights that there’s no ‘one-size-fits-all’ solution to maintaining your team’s mental health because everyone is different.
      This being the case, businesses need to be in tune with their staff on an individual level. The only way to do that? Take a genuine interest in each and every member of your team.
      “Some decisions can only be made by the individual, such as whether to go off sick or to continue working.”
      “Make sure you’re investing in those relationships, regardless of the new obstacles in the way. That needs to be the number one priority of any company right now,” says Jo Gallagher from Bruntwood Works. “If you really care about how your staff is coping, finding the right support measures for them will quickly follow.”
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      It’s Time to Change Our Approach to Employee Wellbeing

      by

      ‘Time to change’. You may recognize this phrase as the headline of Mind’s ambitious campaign to change the stigma around mental health. In line with this great work, we believe it’s also important we look at how to change the way employee mental health is handled in the workplace. According to Mercer’s 2019 report on mental health […] More