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    Small Steps with Big Outcomes — Supporting Parents in the Workplace

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    From sleep deprivation to financial cost, parenthood certainly comes with an emotional and physical toll. Although this opener sounds negative, it is important to recognize the difficulties accompanying being a parent alongside the overwhelmingly positive experiences.
    This can’t be overlooked in the workplace after parenthood, where often there is renewed vigor over a return to work. However, expectations and realities can sometimes be harsh between both the worker and manager.
    Research from SkillsNow surveying 500 working moms offers us vital insight into working during and after parenthood. One in six working moms (60%) say they have more patience and empathy in the workplace, after becoming a parent. In fact, many moms actually feel their performance and job satisfaction at work have increased – but only if they were given the right working conditions.
    Unfortunately, almost half of working moms (43%) feel they have experienced discrimination in the workplace, after becoming a parent. Whilst 39% say they are not being offered the skills development they need to progress.
    Considering this, businesses must introduce provisions to support new parents in the workplace, ensuring both parties are satisfied and ultimately benefiting from the outlook parents can bring.
    Ensuring development
    With two out of three women wanting more training and development following their parental leave, it is clear that further provision is required to suit these needs. In fact, many are simply not being offered the necessary training. Any desire to learn and progress from returning workers should be met with similar positivity from managers, particularly given how fast developments occur in the workplace and previous methods become outdated.
    Training should be viewed as a necessity rather than a luxury. To ensure parents feel valued, flexible means of training including VR and digital options must be provided, only then can inclusive development schemes be created for those who wish to progress beyond their current position.
    Combatting workplace discrimination
    Nearly half of all working moms (43%) feel they have experienced discrimination in the workplace, after becoming a parent. This combined with 37% of women reporting a mental health condition diagnosis after parenthood, creates a significant problem to address. Both are damning statistics considering the percentage size and the extremity of discrimination, therefore action must be taken to combat this.
    One means to do so is to raise awareness of the needs and the value of working moms within the workplace, offering various support options to help each employee.
    Making use of productivity
    With six in ten moms (60%) believing they have more patience and empathy in the workplace after becoming a parent, many moms actually feel their performance and job satisfaction at work can increase – but only given the right working conditions. Any improvement in outlook and productivity is significant for your business and a very helpful means by which to achieve goals ahead of schedule and increase workforce morale. Therefore it is also necessary to acknowledge these increases by showing your appreciation; small shifts in ways of working can mean a lot when utilized in the right manner or context.
    Discussing and providing flexible working hours is now commonplace, and shows support and willingness from your business – particularly in adapting to the needs of new moms. Showing flexibility around office hours is a great start but furthering this thinking would be possible through introducing a benefits package, offering subsidies on childcare and healthcare provision; alleviating more potential financial or care issues.
    It is apparent that parenthood can enable parents, in particular working moms, to add more perceived value to their work, revolutionizing their approach and ensuring productivity. However, discrimination and mental health issues arising from parenthood remain a threat in damaging their relationship with the workplace. As a result, the provision of flexible working hours, adequate continuous professional development opportunities, and other schemes can enable parents to feel adequately supported as they navigate the most significant months and years of their lives.
    By Kat Jackman, CMO of SkillsNow.
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      in Workplace

      5 Ways to Help Employees Manage the Psychological Stress of Hybrid Burnout

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      COVID-19 changed many employees’ work routines, both in positive and negative ways.
      As a result of long-term remote working, many companies are considering introducing hybrid working models, giving staff the option of combining working from home with going into the office.
      However, hybrid working could also have a significant impact on employee mental health with many reporting symptoms of ‘hybrid burnout’.
      Burnout is defined as a phenomenon ‘resulting from chronic workplace stress that has not been successfully managed.’ In 2020 it became a recognized condition by the WHO.
      Hybrid burnout is the result of juggling long hours working from home with commutes to offices, which can not only be physically exhausting but also take a considerable toll on employee stress levels.
      But what can businesses do to help employees manage the physical and mental health implications of a hybrid working environment?
      1. Recognize the signs
      Individuals in management should become aware of the signs and symptoms caused by hybrid burnout, as well as what they can do to prevent or respond to it.
      Staff may become fatigued, forgetful, and struggle to concentrate, with so much going on around them. Early on, this may make people feel worried, irritable, on edge, or tense.
      Further down the line, this anxiety – caused by juggling multiple work environments- may become so severe that it affects professionals’ ability to work productively (or at all).
      There are also potential physical symptoms to consider, like heart palpitations, shortness of breath, dizziness, and headaches.
      2. Assess company culture
      A Gallup study revealed the main causes of burnout are not the nature of the work itself, rather, how a person is treated and managed while they are working.
      Consider how different leadership approaches might impact employees. For example, behaviors like bias or unfair corporate policies can cause stress and lead to overworking, with staff feeling a need to ‘prove their worth’.
      Make certain that healthy work behaviors are modeled from the top. Help employees understand their value to the company and their contributions to the organization’s goals. Employees feel more valued, and display more motivation in the workplace if, and when, they understand their exact role in the greater purpose.
      Take a few minutes each week to update employees on company news and how your team’s actions are contributing to the company’s overall success.
      Also, make time to tell staff specifically what you value about their contributions. Try to build this into your regular routines, perhaps by starting your team meetings with shout-outs acknowledging the accomplishments of individual team members.
      3. Encourage conversations
      As well as ensuring all staff feels appreciated and comfortable in their roles, managers need to ensure they demonstrate to their teams that the business has an open, supportive and welcoming approach when staff are distressed or finding it difficult to cope.
      Employees need to feel conversations about difficulties surrounding work are both welcomed and expected.
      This requires employers to feel empowered to enable better conversations about mental health in the workplace. At Nuffield Health, we introduced Emotional Literacy training for all staff.
      92 percent of whom took the training stated they felt able to support a colleague in distress. Initiatives like this build an open community, and a common language, encouraging more people to say “I’m not OK” and ask others “Are you OK?”.
      Employees should also be signposted to any other designated people, like, mental health champions for additional support.
      4. Communicate set policies
      It’s important company policies that promote good work/life balance are widely communicated. With hybrid working, this means using multiple channels to ensure you reach all employees, whether it’s through company social media platforms, emails, or even by text alerts.
      Actively nurturing and promoting reasonable work hours, including, if necessary, encouraging employees to go home, when in the office late, or messaging them to ‘go offline’, at the end of their regular workday if you recognize a pattern of unhealthy overworking.
      Help assess workloads for those who feel pressured to remain working beyond normal business hours and let them know there is always support available and additional resources to help them manage mounting projects or multiple deadlines.
      Sometimes employees simply don’t realize these are things they are welcome to ask for.
      5. Provide professional emotional wellbeing support
      A recent Nuffield Health whitepaper revealed spending more than 2.5 days a week working away from the office can be associated with deterioration in co-worker relationships and job satisfaction.
      For those having difficulty with the balance between remote and office life, consider introducing professional wellbeing support like Employee Assistance Programmes (EAPs) and timely access to effective psychological therapy (such as Cognitive Behaviour Therapy).
      These interventions can be delivered remotely or face to face and give individuals access to a specialist who can help them understand and break unhelpful thinking patterns and “what if” thinking that may exacerbate stress and burnout in uncertain times.
      By Gosia Bowling, National Lead for Emotional Wellbeing, Nuffield Health.
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      in Talent Acquisition

      How Do You Recruit and Retain Flexible Workers?

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      Since the pandemic hit, we’ve been inundated with research, articles, news, discussions, and content of all kinds around the dramatic shift in the world of work.
      And so here’s another for you.
      But perhaps with an idea that goes slightly against the grain.
      We’ve heard much about the steep rise in demand for flexible working, with LinkedIn reporting a 60% increase in searches for ‘remote work’ and a 189% growth in applications for these positions.
      And providing the option of flexible working appears to be vital not just for recruiting talent, but also for keeping it.
      74% of employees have said they would be less likely to leave a company if given the opportunity to work remotely.
      So, just offer flexible working and all your talent acquisition and retention problems are solved, right?
      You of course know it’s not that simple.
      So, although the headlines read flexible working increases employee loyalty, it’s what’s under the headline that can be the difference between whether an employee chooses to stay or go.
      It’s how that flexible work is managed that’s key.
      Just because a team isn’t physically together 9 – 5 Monday to Friday, doesn’t mean company culture is abandoned. Especially since 77% of job seekers consider a company’s culture before applying and almost two-thirds of employees cite culture amongst the top reasons for staying in a job.
      So, whilst meeting that demand for flexible working is necessary, it can’t be offered in isolation. Think of it more as a strategy of recruiting and retaining talent. Here we run through the components that can make up that strategy.
      Ensure a strong line of communication
      This is obvious, we know. But that doesn’t make it any less crucial. Remote means no longer being able to turn to a colleague and get an immediate answer. Waiting ages for a reply or even not receiving one can be frustrating and slow down progress.
      This doesn’t mean immediate answers should be expected when working remotely. A downfall of working at home for some has been the expectation placed on them to be reachable and responsive 24/7. This, of course, is not what we’re suggesting.
      What we are saying is that there should be lots of opportunities for employees to reach out and get a response. So, that could be using a project management platform, setting up a WhatsApp group, and having weekly team meetings.
      Don’t abandon the onboarding process
      Hiring remotely comes with many obstacles. One of which is showing new recruits the ropes. But that first impression is key. Having a schedule set over 2 weeks that runs through projects, platforms, and meet and greets gives you a structure, plus the confidence that everything important has been covered.
      If meeting in person is an available option, take it. Even if it’s just one day, that physical meet can make all the difference to a new employee. If it’s not an option, then there’s always the trusty Zoom and screen shares.
      Celebrate employee success
      When an employee has done a great piece of work, gone above and beyond, or mastered a new skill, it’s easy to say well done when you walk past them in an office.
      It takes a little more time and conscious effort when remote. But only a little. And that small amount of extra effort can go a long way. So, be sure to send that email or publish that social media post to show your appreciation.
      Adopt a virtual open-door policy
      An open-door policy is often used as a way of encouraging effective communication, showing mutual respect, and building relationships. And just because you no longer have the physical door between you and your employees, doesn’t mean this sense of accessibility has to be lost.
      Make sure your employees know you’re available at the end of the phone, share your calendar, or add a Zoom link to your email signature that allows catch-ups to be booked with ease.
      Create a virtual water cooler
      We all know the cliche, office workers gathering around the water cooler to chat about their lives outside of work. General office chit-chat was a way for colleagues to build friendships. Being in the same room as someone all day meant talk wouldn’t just be about work, you could strike up a spontaneous conversation with someone with ease.
      And so, because flexible working can mean more varied schedules, there’s a risk that any conversation between colleagues only takes place when tasks need to be discussed. Spontaneity is lost and with it the chance to get to know one another.
      But that doesn’t have to be the case. Arrange Microsoft Teams or Zoom calls for colleagues to talk about anything but work. You could include activities and games, or simply keep it as a chance to just chat.
      Arrange meet-ups
      Why not go a step further than the virtual water cooler and organize in-person get-togethers? Team lunches or away days can be a real boost for morale and give you all the chance to create actual connections that can lead to more investment from your team.
      Help with home setup
      Wanting and being able to work from home are two separate things. That’s why it’s important to support your employees with their home office setup. Make sure they have all the equipment they need to work comfortably and effectively, such as a laptop, desk, chair, and phone. And if they don’t, offer to help.
      Offer expenses allowance
      Typically, tea and coffee are on tap when you’re in the office. A kettle, coffee, and tea bags are staple office items, being without would probably cause the same stir as an office without, say, computers.
      But when you work from home, you no longer get the free coffee and tea bonus. Then again, why shouldn’t you? Offering a small expenses allowance for team members gives them the option of working from a coffee shop, this way they still get the drinks and benefit from a change of scene.
      Make sure remote also means flexible
      Just because a company offers remote working, doesn’t mean flexibility is guaranteed. Directors may fear a loss of control and productivity when their employees are working from home, leading to micromanagement.
      A big reason why so many want the option to work remotely is that they want flexibility. They want to be able to work when they’re most productive, pick up their children, do the washing in their lunch break, and start earlier to finish earlier. Make sure your form of remote working incorporates this fundamental flexibility.
      To sum up
      People want flexible work. It’s a fact. But that doesn’t mean they want to be left alone (not all the time anyway). Merely offering flexible working won’t win you the top talent and ensure you keep it. It’s what comes with flexible working that counts. It’s the communication, the increased freedom, the chance to connect, and the continued support, that’s what makes the difference.
      By Amy Nelson, Commercial Director at Nelson Recruitment Services.
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