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    The Reskilling Revolution: How Asia-Pacific is Leading the Charge in the Future of Work

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    The landscape of work is undergoing a dramatic transformation across the globe. But in the Asia-Pacific (APAC) region, something truly remarkable is brewing. Here, innovation, flexibility, and a willingness to embrace change are shaping the future of work in exciting ways. This article explores five key trends that will define the APAC workplace and how talent acquisition, recruitment, HR, and employer branding professionals can navigate this evolving landscape.
    1. From Routine to Revolution: The Rise of the Innovation-Driven Workforce
    Gone are the days of rote memorization and repetitive tasks. APAC is experiencing a rapid shift towards a workforce that values creativity, problem-solving, and critical thinking. A McKinsey & Company report predicts that by 2040, China and India will contribute a staggering 50% of global GDP. This economic boom is pushing APAC companies to automate routine tasks at an unprecedented rate.
    The focus is now on upskilling employees for roles that require a different skillset – one that prioritizes digital fluency, analytical thinking, and the ability to solve complex problems. Singapore’s ambitious goal of achieving a 50% job transformation rate by 2025 (as highlighted by LinkedIn’s Jobs on the Rise Report) underscores the urgency for innovation-driven skill development. Leading companies like Alibaba, Tencent, and Huawei are at the forefront of this movement, heavily investing in R&D and fostering dynamic cultures of innovation.
    Actionable Insights:

    Conduct skills gap analyses to identify areas where your workforce needs upskilling or reskilling.
    Partner with training providers to offer relevant courses and workshops on topics like data analysis, problem-solving, and digital communication.
    Encourage a culture of continuous learning by providing employees with opportunities to attend conferences, workshops, and online courses.

    2. Bridging the Gap: The Rise of the Hybrid Workforce Model
    Remote work isn’t a perk anymore; it’s a reality for a significant portion of the APAC workforce. A recent M Moser Associates survey reveals that a staggering 45% of Asian employees prefer a hybrid work model, significantly higher than the global average of 37%. Companies like Fujitsu, with their “smart work” policy, and Grab, with their “flexible work” program, are recognizing this shift and proactively responding to employee preferences.
    This flexibility allows them to attract top talent in a competitive market while catering to the evolving needs of their existing workforce. However, creating a seamless integration between remote and on-site teams, fostering employee engagement in a hybrid environment, and navigating legal and logistical hurdles remain crucial challenges that HR professionals need to address.
    Actionable Insights:

    Develop clear policies and guidelines for remote work arrangements, including communication protocols, expectations around performance, and data security measures.
    Invest in collaboration tools and technologies that facilitate seamless communication and teamwork between remote and on-site employees.
    Organize regular virtual and in-person team-building activities to maintain employee engagement and company culture in a hybrid environment.

    3. The Human Touch in the Age of Automation: The Skills of the Future
    As automation and artificial intelligence (AI) redefine job roles, the need for a blended skillset becomes paramount. While technical expertise is important, the World Economic Forum emphasizes the growing importance of “soft skills” in the APAC region, particularly analytical thinking and design/user experience.
    AgileHRO predicts a rise in demand for skills like data analysis, problem-solving, and digital communication, coupled with empathy, emotional intelligence, and the ability to build strong human connections. This focus on “soft skills” positions Asian workforces to excel in an environment where building rapport and adapting to change are key differentiators.
    Actionable Insights:

    Integrate soft skills training into your employee development programs, focusing on areas like communication, collaboration, and emotional intelligence.
    Encourage teamwork and cross-functional collaboration to promote idea exchange and the development of essential soft skills.
    Recognize and reward employees who demonstrate valuable soft skills such as leadership, problem-solving, and adaptability.

    4. Beyond Borders: The Rise of Borderless Talent Acquisition
    The intense competition for talent in Asia is pushing companies to think beyond national borders. With a whopping 90% of the APAC workforce open to remote or hybrid work arrangements (as per PWC Asia Pacific’s Time report), the talent pool is expanding exponentially.
    Singapore, for instance, with its diverse talent pool and thriving startup ecosystem, attracts tech talent from across the region. Companies like Sea Group and Razer leverage this advantage effectively. AgileHRO predicts a rise in “borderless talent acquisition” strategies, where companies utilize remote work flexibility and invest in reskilling and upskilling programs to attract and retain top talent from a global pool. This not only bridges the skills gap but also future-proofs the workforce.
    5. Well-being at the Forefront: Prioritizing Mental Health in the Evolving Workplace
    Compared to other regions, Asia grapples with significantly higher rates of low work productivity, anxiety, and depression. A TELUS Health report highlights this as a “growing concern” for workplace well-being in the region. With a work productivity score of just 47.2 compared to the global average of 58.2 (and significantly lower than the US and Europe), prioritizing mental health is no longer optional for APAC organizations.
    Companies that create supportive work environments that prioritize employee well-being will have a significant competitive edge. Implementing flexible work arrangements, offering comprehensive mental health resources, and fostering a culture of open communication are key to achieving this. Certis’ 2022 Employee Assistant Programme, which provides mental health resources and support to all employees and their families, serves as a commendable example.
    Actionable Insights:

    Implement flexible work arrangements that cater to individual needs and help employees achieve a healthy work-life balance.
    Offer comprehensive mental health resources, including access to employee assistance programs (EAPs) and confidential counseling services.
    Foster a culture of open communication where employees feel comfortable discussing mental health challenges without fear of stigma.
    Promote healthy habits and well-being initiatives, such as mindfulness training and stress management workshops.

    Conclusion
    The future of work in Asia-Pacific is brimming with exciting possibilities. By embracing innovation, agility, and a human-centric approach, talent acquisition, recruitment, HR, and employer branding professionals can navigate this transformative landscape and build a future-proof workforce that thrives in the years to come.
    AgileHRO is a leading provider of innovative HR solutions, empowering organizations to build, manage, and engage a global workforce.
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      Understanding the Toll of Compassion Fatigue on Workplaces

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      Compassion is a vital emotion in a professional setting, helping to build and strengthen team relationships and business collaboration worldwide. However, the physical and emotional strain of consistently supporting colleagues can be taxing, especially amidst the various challenges facing the UK economy.
      In this article, I’ll explore the repercussions of compassion fatigue in the workplace and offer insights into how businesses can provide the necessary support to help their employees avoid growing feelings of fatigue and helplessness.
      What is compassion fatigue?
      The term “compassion fatigue” was first introduced in 1992, in the realm of medical professionals. It described the adverse health effects and deteriorating patient outcomes resulting from healthcare workers’ excessive exposure to trauma.
      However, its scope has broadened to include individuals in various challenging roles beyond the medical field.
      Compassion fatigue can affect anyone whose job-related stressors and triggers permeate their daily thoughts, mood, and overall well-being. Some individuals describe the feeling of becoming so saturated with distressing scenes that a psychic numbing can occur.
      Several additional factors contribute to compassion fatigue, including the ongoing strain of the cost-of-living crisis, the uncertainty stemming from global conflicts, and the constant presence of social media in our lives.
      How does it physically and emotionally affect individuals?
      Compassion fatigue can have both a physical and emotional impact on individuals. Firstly, acts of caring and feeling decrease, and these are substituted by an outward detachedness. Individuals become more task, and less emotion, focused, and may start to isolate themselves, engaging less with their colleagues and teams.
      In the short term, compassion fatigue can manifest as various physical health issues, including headaches, migraines, as well as gastrointestinal issues like nausea, vomiting, and diarrhoea. Over the long term, it heightens the risk of developing cardiovascular problems, obesity, and diabetes.
      Mood swings, ranging from moderate to severe, become commonplace, disrupting an individual’s ability to think clearly, regulate emotions, and sustain a sense of hope. All these factors combined can contribute to the emergence of stress-related mental health concerns, like anxiety or depression.
      How does it impact workplaces?
      In the absence of supportive measures from leadership, the repercussions of compassion fatigue in workplaces could be significant. Firstly, many experiencing the condition struggle with unmanageable negative emotions, like anger, irritability, and reduced tolerance.
      These often lead to interpersonal challenges, making it difficult for employees to maintain positive relationships with their colleagues and fostering a sense of disconnection from their workplaces. Cognitive functions like clear thinking, sound judgment, and effective decision-making may be compromised, affecting the ability to focus on tasks.
      Work behaviors and routines may become increasingly erratic. Some employees may exhibit increased absenteeism, take more sick days, or spend less time in the office. In contrast, others might invest extra hours working to catch up, or they may carry work home as they struggle to concentrate and find themselves less productive during regular office hours.
      Supporting employees in times of need
      A crucial step in addressing compassion fatigue is to implement training programs that acknowledge and address the emotional toll of work roles. Consider inviting mental health experts to run in-house employee seminars, which delve into topics like stress responses, emotional resilience, and self-compassion.
      This approach not only welcomes discussions about emotional well-being but also makes them an expected part of the workplace culture.
      Leaders should also scrutinize and eliminate behaviors that may exacerbate anxiety or stress among employees. For instance, if bosses are responding to emails at 10:00 p.m., an unwritten expectation may emerge that others should follow suit.
      Encouraging leaders to remove work emails from their phones and endorsing similar practices within their teams can help establish consistent, much-needed cutoff times for work-related activities.
      Highlight the value of breaks during the workday, emphasizing the importance of self-care activities like taking a refreshing outdoor walk and enjoying a proper lunch break instead of hastily eating at your desk.
      These seemingly minor adjustments encourage employees to recharge, prioritize self-care, and shift their focus away from factors that contribute to negative behaviors.
      Research indicates that Cognitive Behavioural Therapy (CBT) is highly effective in treating compassion fatigue, as chronic exposure to suffering can influence negative thought patterns.
      Employers may want to consider incorporating emotional well-being support, like CBT, into their employee benefits packages to assist those already grappling with emotional wellbeing challenges.
      CBT therapists can also help employees recognize lapses in self-care and boundary setting, enabling them to understand and respond to their symptoms or experiences differently over time. This can significantly enhance their overall well-being and quality of life.
      The good news is that there are practical measures you can employ to tackle compassion fatigue, both for yourself and your team, to rekindle emotional well-being within the realm of work.
      For many, compassion fatigue is a transitory phase, a clear sign that your body and mind are desperate for a recharge and a healthier work-life balance.
      When businesses heed these signals and respond accordingly, they can help employees rebuild enthusiasm for their work and in turn, most importantly, their capacity to reconnect with others.
      By Marc Holl, Head of Primary Care, Nuffield Health
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      How to Stress Better at Work (…Yes, There is a Balance)

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      It is undeniable: stress is widespread across today’s workplaces.
      A Mental Health Foundation survey found that 74 percent of adults experiencing chronic stress felt ‘unable to cope’ as a result, impacting their daily lives and careers. And since the pandemic, there has been an explosive 25 percent increase in the incidence of anxiety and depression worldwide.
      According to research, in the workplace, this translates to 17 million days of absenteeism, citing that on average, each person needed to take 16.5 days off from work.
      However, according to the concept of eustress (“good stress”), there is a positive form of psychological stress, which could help individuals feel more motivated, productive, and happier in the workplace.
      Why eustress is best
      Negative workplace stress is a costly oversight for businesses, but when moderate levels of stress result in short, productive bursts of energy in your daily life – that is eustress.
      Eustress has positive workplace outcomes for those able to identify how it manifests; it lowers procrastination when completing a specific task at work.
      Eustress enhances well-being as the person gains career satisfaction through productivity. There is a vital balance at play that makes for a healthy work environment if organizations support and encourage it.
      Exploiting the power of eustress in the workplace
      As explained, a hallmark of eustress is that it presents in short bursts of productivity. Biologically, our brains have a better-developed response to tasks when we know that we have a break on the horizon.
      The best way to harness eustress is to manage the day and its tasks by setting 25-minute timers throughout and rewarding yourself with a short break.
      During these breaks, it is recommended to move the body and have a change of scenery. This enables one to move from that eustress psychological state to one with a sense of achievement, allowing them to switch off.
      For example, a quick walk around the block and returning to make a cup of tea before beginning work again helps to eliminate stress build-up making it easier to start the next task on our list.
      Why chronic stress is bad
      Two hormones are in circulation when we are stressed: cortisol and adrenaline.
      They host an essential function in the body and trigger us to enter ‘fight or flight’ mode which is intended to be temporary. Long-term exposure to cortisol, in particular, will eventually begin to have negative effects on mental and physical health.
      In a workplace context, continual chronic stress will impact one’s ability to work effectively and productively. Oftentimes, colleagues who are experiencing long-term chronic stress will present with the following: brain fog, irritability, oversensitivity, and the inability to concentrate and retain information.
      Moreover, physical and mental health-related manifestations are well-recorded. These include high blood pressure, inflammation within the body, and aches and pains like tight chest pains, anxiety, and depression.
      Train for triggers
      Managers and executives are responsible for identifying these signals among their colleagues and being responsive. Keeping employees educated on the mental health support resources available is critical.
      Emotional literacy training is an effective tool to boost employee resilience by ensuring staff have a common language to discuss distress. It can improve managers’ abilities to support their employees, equipping them with knowledge, self-awareness, and empathy, making them better listeners.
      Bespoke employee benefits
      Responsible employers should offer an array of options tailored to the workforce and based on employee feedback.
      Where signs of burnout are recognized, employers should signpost employees towards the emotional wellbeing support available to them. This may include Employee Assistance Programmes (EAPs) or cognitive behavioral 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.
      These offerings show conversations about stress and mental health are both welcomed and expected which in turn ensures early intervention and uptake among staff.
      By Lisa Gunn, Mental Health Prevention Lead, Nuffield Health.
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      5 Ways to Encourage Mental Health Transparency in the Workplace

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      This year 35 percent of UK employees said they called in sick due to poor mental health but gave another reason*. While this is a significant percentage, it is lower than the findings from Nuffield Health’s 2022 report, with the percentage previously being 39 percent.
      This is especially significant given that Nuffield Health’s 2023, ‘Healthier Nation Index’, also revealed that over 1 in 4 people (29%) now feel comfortable enough to disclose to their employer if they need time off due to poor mental health*. These latest findings suggest a positive shift in how employees are communicating with their workplaces about their emotional wellbeing.
      Whilst this still indicates that stigma remains a barrier for people talking about their Mental Health at work, it is a promising sign that people are beginning to speak out when they need more rest, emotional support, and time away from their desks.
      These findings are especially pertinent during this year’s Mental Health Awareness Week, which focuses on anxiety. Anxiety is a natural response, particularly in these current times of uncertainty. It’s essential to become aware of when we may need additional support with emotions such as anxiety so that it does not negatively impact our lives.
      I offer advice on how employers can play their part in creating a connected and transparent workplace, which prioritizes both physical and mental wellbeing:
      1. Notice when anxiety takes over.
      In the past year, 48 percent said their work had negatively impacted** their physical/mental health. Hence, it’s imperative companies are equipped to recognize signs of mental distress, like anxiety, in others.
      The symptoms of anxiety can be seen in various ways. Physical signs include heart palpitations, shortness of breath, headaches, tiredness, and dizziness. You might notice heightened emotions in the workplace, such as irritability or tearfulness.
      Employees experiencing anxiety may find it hard to maintain a healthy work-life balance. They may cancel annual leave last-minute – claiming they have too much on, to take holiday – work from home late at night or insist on coming into work when unwell.
      However, spending too much time at work is counter-productive, as it can result in us overlooking our physical and mental health. According to this year’s findings, 59 percent of Nuffield Health respondents said they were also less productive at work* when their mental health was poor.
      Just five minutes of conversation from employers reaching out to employees presenting with signs of anxiety or distress can have a positive impact.  This could be as simple as asking, ‘Are you OK?’ or offering more regular meetings to catch up on how they feel about their workloads.
      2. Keep talking.
      It is encouraging that more employees feel comfortable sharing with their employers when they are having problems with their mental health. However, 18 percent of us will still go to work one or two times a year when our mental health is poor, and 19 percent will go to work more than ten times a year when experiencing poor mental health.
      It’s good for managers to try and understand why individuals come to work despite experiencing reduced mental wellbeing.  The more we know about the actions of our teams, the more support we can put in place to help them and reduce behaviors like presenteeism.
      Aim to spend at least five minutes with employees each week, practicing ‘active listening’ – a skill that requires a genuine understanding and reflection of what’s being said and providing a considered response, especially for those experiencing symptoms of stress and anxiety.
      Active listening means listening attentively to what’s being said and showing understanding by paraphrasing and asking open questions to demonstrate your understanding.
      Employers may also consider offering Emotional Literacy Training to staff – equipping them with the skills needed to recognize signs of distress in others and themselves and the confidence to approach them. This way, they can nurture a workforce capable of identifying and tackling symptoms of anxiety in both themselves and others.
      3. #Find5
      Our 2023 study revealed 38 percent of people in the last 12 months had dedicated no time to supporting their mental health, which includes everyday self-care, activities like meditation, or speaking to a medical professional.
      This Mental Health Awareness Week, Nuffield Health is extending its ‘Find 5’ campaign to encourage individuals to ‘find 5 with 5’ – spending five extra minutes a day focusing on their physical and mental wellbeing for body and mind.
      In the same way, employers can play a huge role in creating an environment where employees feel a sense of connection and belonging by promoting campaigns that foster connectivity, team building and reduce stress.
      Our study shows individuals are becoming more aware of the benefits of exercise on overall wellbeing, with 27 percent saying that exercise lifts their mood and helps them feel less anxious or depressed.
      Encouraging employees to #find5 throughout the working day could also be as simple as promoting regular exercise in morning meetings or creating ideas to be distributed around the office or over email.
      In just five minutes, managers can also arrange, or raise awareness of, physical health screenings available in the office to uncover any underlying issues among employees.
      4. Be open about formal support.
      While meaningful social interaction plays a crucial role in reducing feelings of anxiety, professional support can also be invaluable. This may include Cognitive Behavioural Therapy (CBT) and Employee Assistance Programmes (EAPs) that offer direct and confidential access to a mental health expert.
      Offering these services can help employees to understand and address feelings of anxiety using techniques such as challenging negative thoughts.
      It only takes five minutes to signpost employees towards the support on offer, along with guidance and encouragement on how to access the help available. This may be via email to employees, an office huddle, or a virtual ‘wellbeing hub’.
      We want mental health transparency to keep increasing beyond the 4 percent we have seen within the past year and openly communicating the options available shows employees that conversations about mental health are both welcomed and expected.
      5. Allow individuals to pick what’s best for them.
      Finally, it’s important to remember that no single intervention works for everyone. The key to supporting the workforce is flexibility.
      Employers should be flexible with letting staff choose five minutes of self-care each day, whether simply stretching at their desk, going for a brisk five-minute walk between meetings, or finding five minutes to do a short, guided meditation or breathing exercises.
      Similarly, employers need to be flexible in how their teams choose to communicate with them. Encourage individuals to use a communication style that works best for them – whether it’s an in-person meeting or a phone call – this will make it easier for people to come forward and share their experiences.
      More flexibility means workplaces can cater to the individual and allow everyone to thrive and overcome feelings of anxiety.
      By Lisa Gunn, Mental Health Prevention Lead, Nuffield Health.
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      How Can Managers Beat ‘Productivity Paranoia’?

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      New research shows many managers still have issues trusting employees who work remotely, with this disconnect being coined as ‘productivity paranoia’. It’s the concept that even if employees are working effectively, managers won’t believe it if they are out of sight.
      This is worrying because trust is one of the most important components of every work environment. Without it, staff may feel uncomfortable communicating their thoughts and ideas and struggle to support each other.
      Negative work environments can exacerbate behaviors like overworking and presenteeism and it’s well-reported these, in turn, can lead to heightened stress states, which impact physical and mental well-being.
      Embrace change and eliminate ‘micro-management’
      For productivity paranoia to end, managers need to recognize their experiences as leaders, are not the same as their teams. Employees want their managers to be empathetic, and supportive and show an interest in their work, without feeling like they are trying to interfere.
      While checking in with staff was common at the start of the lockdown, it seems to have become less of a business priority, with managers feeling depleted and emotionally drained from it. However, check-ins are vital in a remote working world, especially because many employees view their managers as the most important link they have with their company.
      There is a difference between checking in and micromanaging though. Good managers are enablers, not enforcers.  Regular meetings shouldn’t focus solely on results or exhaustive checklists. This is what undermines trust and makes employees feel patronized and disempowered.
      Discussing goals, praising accomplishments, and analyzing any gaps in work schedules are more effective measurements. Open conversations about these will ensure teams feel supported but also accountable for their work.
      Enhance communications and outline expectations
      Effective remote work requires a suite of communication and collaboration tools to empower hybrid teams too. Selecting the right tools that work for everyone is essential to enable effective communication between colleagues and teams.
      Finally, business leaders looking to support their team in a remote or hybrid working world must understand the stresses posed and help to alleviate them.
      For example, if employees feel they are not trusted, remote working can lead to issues like ‘working from home guilt’, when employees increase their working hours to compensate for the benefit of home working.
      It is important for businesses to outline remote working expectations clearly to ease these worries. Let individuals know they aren’t expected to work longer hours just because they’re not commuting.
      Support emotional well-being
      According to Nuffield Health research, 1 in 3 said their mental well-being got worse over the past 12 months. Even more concerningly, two-thirds of respondents (66 percent) said they would not feel comfortable raising a mental or emotional well-being issue with their employer, which shows there is still a significant stigma attached to poor mental health.
      The key to raising awareness about mental health in the workplace is creating a culture in which these conversations are welcomed and expected. Employers should signpost individuals towards the emotional well-being support available to them.
      This may include Employee Assistance Programmes (EAPs) or cognitive behavior therapy sessions, which give individuals direct access to a specialist who can help them understand and break unhelpful thinking patterns and behaviours and enhance their ability to cope in new and uncertain situations.
      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 counseling conducted online is as effective as face-to-face sessions. During 2020 Nuffield Health therapists delivered 3.7 million minutes of therapy remotely with outcomes comparative to therapy delivered face to face.
      By Marc Holl, Head of Primary Care, Nuffield Health.
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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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      Making a Difference: Mental Health in Professional Services

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      Pre-Covid, the professional services industry was already focusing on ways to better foster employee mental health. However, the pandemic has greatly amplified the need for wellbeing support across the sector, with the impact of working from home and the broader health impacts of the virus taking a growing toll.
      This should come as a warning shot to professional services businesses – well-known to often be fast-paced and high-intensity workplaces even before the pandemic. Indeed, poor mental health has a very significant economic cost to employers, with recent research from Deloitte putting the cost to UK employers at up to £45 billion each year (a rise of 16% since 2016).
      Put simply, employee wellbeing is no longer something that businesses can afford to overlook. From embracing more flexible post-pandemic working to tackling ‘always on’ culture, forward-looking firms are already starting to benefit from investing in the long-term mental health of their staff. What’s more, recruiters and hiring managers are going to need to highlight their firms’ mental health policies during hiring processes earlier and with more prominence than ever before.
      The impact of the pandemic
      One of the most significant and lasting impacts of the pandemic has been the mass exodus of workers from offices to home working environments – this shift has had a significant impact on people’s mental health. In fact, according to recent research by ‘Divided Together’, 49% of UK professional services employees experienced a drop in the quality of their mental wellbeing during the first lockdown in 2020, with 44% saying they ‘were making an effort to seem upbeat when they didn’t feel it’.
      This overwhelming decline in worker mental health can partly be attributed to the solitary nature of working from home, but it is also a result of reduced concentration levels. Professional services respondents attributed this mental health deterioration to missing their usual routine (46%), finding it hard to concentrate (44%), being worried about the health of others (43%), or spending more time alone (36%).
      With restrictions easing, long-term remote working policies have been the topic de jure. However, it is how people will return to their offices that have the greatest significance for mental health. In a recent Totum Partners survey, more than 70% of firms said they are considering implementing some form of hybrid working policy in the future (some days spent in the office each week, others working from home). Done well, hybrid working can offer huge benefits to employees, providing everyone with long-term flexibility, all-important face-to-face contact, and critically, better balance for worker mental health.
      Therefore, companies looking to hire new talent will need to show that their firm is willing to adopt hybrid working policies while also being able to balance the mental health needs of their current employees. With a larger proportion of new recruits asking about mental health policy and hybrid working in interviews than ever before, hiring managers and recruiters need to highlight this company attributes at a much earlier stage.
      The ‘always on’ work culture
      A further wellbeing consideration that has come to light as a result of the pandemic is the risk of the ‘always-on’ culture. Presenteeism and the inability to switch off was a growing concern already prevalent before the pandemic, but taking the workplace home has only intensified the pressure for employees to be constantly available, with people finding it more difficult to separate home and work life. This has been especially challenging for workers that have not had the benefit of a home office and have found themselves working from the kitchen table or at makeshift desks.
      Addressing ‘always on culture’ and encouraging employees to set boundaries between work and home life must be a top priority for businesses in the post-pandemic era. In fact, those businesses that equate more hours with greater productivity, stand to lose not only the best talent and the best their employees can offer, but they also stand to bear the financial cost of workers’ mental ill-health.
      When recruiting new talent, it is equally important to show prospective employees that the business they are interviewing for respects the need for a good work-life balance, especially in a world where the ‘always-on’ culture has become second nature.
      A perfect time to find an effective solution
      There’s little doubt that the pandemic has created a significant challenge for worker mental health – a shadow epidemic in its own right. However, the pandemic also serves as a watershed moment to address the issues that have faced workers even prior to Covid. Now is the perfect opportunity to address the deep-seated issues concerning mental health within some parts of the professional services sector. Those that fail to seize this opportunity, will not only pay the price in lost talent, but they will also see the impact on their bottom lines.
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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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      Working from Home: One Year in Review

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      When recruiting, if you’re not adapting to working trends along with the nation, someone else will. So how is the working world settling into its new routine after a year of lockdowns and restrictions?
      Whilst many think people prefer working from home, you’ll actually find there are mixed opinions. Some like ditching the commute and having flexibility, others miss face-to-face interaction and getting out of the house.
      Office design experts, Diamond Interiors, have reviewed a chaotic working year to see how the nation has adapted and predicts what’s next for the working world.
      What has working from home changed for good?
      Flexibility certainly sticks out as a big winner. Without a doubt, people are appreciating the ability to spend more time at home, especially those with children. Businessman and founder of the Virgin Group, Richard Branson has been pushing CEOs to adopt more flexible working models even before the pandemic:
      “I’m a big believer that with the technology we have today, balancing family and business should be easier, not harder. Both partners should be able to work, realize their potential and raise a family; and flexible working enables people … to do this.”
      Google’s CEO, Sundar Pichai, sees “the future as being more flexible” and realizes the importance of cutting down commuting for his staff:
      “It’s always made me wonder when I see people commuting two hours and away from their family and friends on a Friday, you realize they can’t have plans… So I think we could do better.”
      Not only does working from home cut out commute times, but it can also cut down costs considerably. With travel costs, petrol, transport and then the daily or weekly lunchtime dining – it all adds up. At home, you’re not tempted by office lunch takeaways, local eateries, or having to spend money on actually getting to and from work.
      However, money transfers to increased electricity, heating, and internet usage. But, how does it compare?
      If you look at a worker who typically drives into a city every workday – such as Bolton to Manchester – that’s around 26 miles of driving every day (13 miles there and back). You’re looking at around £50 in unleaded fuel being saved a month by working from home. For a train commuter traveling from Bolton to Manchester, who uses a monthly season ticket, that’s around £105 saved or £120 without using a monthly season ticket.
      But, you’re probably spending that back on electricity and gas over the month by staying in more. As of April 2019, the average dual fuel variable tariff was estimated at £104.50 a month. This is before the pandemic and government-mandated lockdowns. Now that more people are working from home, with more hours using electricity for work on computers, homebrews, daily microwave pings, lights and so on, that figure is probably rising by at least 50%, if not doubling – especially during those winter months and cold spells.
      How has homeworking affected productivity?
      Gabriele Musella, CEO, and Cofounder of Coinrule, notes a positive, saying working from home “has increased my productivity level. I can stretch out and schedule my work conveniently and work in a more relaxed environment.”
      Others, however, have noticed the strain on productivity homeworking brings, like Nick Pollitt, Managing Director of Diamond Interiors: “We’ve seen employers struggle and noticed an impact. The office environment brings teams together and is where productivity thrives. That spark fades out when staff are distanced from each other; sadly business can suffer.”
      Pichai (Google’s CEO), echoes this by valuing the office for face-to-face interaction and “being together… when you have to solve hard problems and create something new.” He wants to “create more flexibility and more hybrid models” since the company’s internal survey interestingly found quite a split in the favoring of working remotely and in the office.
      Are we entering a new hybrid-working age?
      Salesforce – a cloud-based SaaS company – supports a hybrid work model, claiming “the 9-to-5 workday is dead.” But, they also understand the difficulties of working from home, “especially for those with families at home or for those who are feeling isolated.”
      Big-tech companies are also following suit with Twitter announcing early on that staff can work from home “forever.” However, employees can work in the office when it’s safe to do so.
      With isolation impacting mental health, increased office FOMO, and balancing out costs, it seems the work-from-home shift will be a sliding one, rather than a complete switch. People are enjoying more flexibility at home, but want the best of both worlds. Only time will tell what the future of the working world will look like.
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