This blog was originally written and published in 2020.
During the pandemic, The Alexander Group has spoken to and, in some cases, advised clients who were adjusting to the new normal: working from home, vaccination policies, and creating procedures for returning to the office in some form. As mental health became more openly discussed as a retention and talent acquisition tool, we wanted to learn more.
We spoke to clients across the globe and conducted in-depth interviews with human resource executives from the energy, legal, and not-for-profit sectors. Each one we spoke to highlighted the current mental health issues that their employees are dealing with and the expected “great resignation” as things return to normal. Employers address their mental health challenges when returning to work.
The world is quite different now from 18 months ago. Nowhere is this more evident than in the working world, as companies deal with employees reluctant to return to the office, wanting to work partially or wholly from home, and facing many vaccination/COVID challenges. Employees are focused on health risks for their families, uncertain workplace conditions, isolation, changing relationship dynamics caused by working from home, and fear of job loss.
The CDC’s recent Household Pulse Survey showed that from April 2020 to June 2021, 23.5% of US adults had symptoms of anxiety and depressive disorders, which is twice the result of a similar study conducted in 2019. We are in a mental health crisis.
As a result, employees are resigning at record levels, many citing stress, depression, and burnout. Employers are listening and are developing mental wellness programs to reduce turnover and serve as a talent acquisition tool. It is routine for potential recruits to inquire about a company’s programs and commitment to mental wellness.
Here are some strategies that many of the employers whom we interviewed are adopting:
1. Candid Conversations about Mental Wellness
Employers acknowledge the mental health crisis and are encouraging an open dialog about depression, burnout, and anxiety. It is more than talk. Executives are openly discussing stress, anxiety, and wellness with employees in a more intimate and personal manner. Managers are being trained to identify symptoms of emotional distress among their team members and to offer counsel on stress management and resilience.
2. Flexible Work Schedules
Employers must adapt to changing work patterns to compete for and retain talent successfully. Some organizations have moved to a 100 % virtual office, while others are transitioning to a hybrid model with limited days in the office or flexible working hours. Flexibility within the constraints of the position is key. Organizations refusing to provide flexibility for employees are experiencing a much higher turnover.
3. Encourage PTO and Participation in Mental Wellness Programs
Employers who offer competitive salaries and comprehensive benefits are finding that there may need to be more to attract and retain talent. Employers cite motivating employees to participate in their mental health and PTO plans as critical to employee productivity and well-being. Employers must advocate and encourage employees to plan for and take personal time off. At one time, it was part of many industries’ cultures to encourage and reward working long hours—nights and weekends—and some still do. However, employers who emphasize work-life balance as essential to mental health and well-being are gaining an advantage over competitors that don’t.
4. Offer Career Development Plans
Employees’ uncertainty about their career paths, opportunities, and expectations is a significant cause of workplace stress and burnout. This stress is exacerbated by employees working remotely because they need more face-to-face time with managers and mentors. Employers are responding by offering career development plans tailored to individual employees with engaging and innovative tools.
Companies should adopt a short- and long-term career development program, understanding that it must be tweaked. The plan should involve executive leadership, Human Resources, and staff and be aligned with the company’s business goals and culture. Employers should identify gaps in learning and implement cross-training where possible. This shows that an organization invests in its people and allows employees to engage with team members from different areas. Many of our clients utilize technology in a way (think fun side contests and bells and whistles) that makes the training enjoyable and entertaining.
5. Tools and Resources for Employees
The following programs have been beneficial in reducing employee stress and promoting retention:
6. Cultivating Community and Employee Engagement
Employees feel better and are more productive when they are part of a workplace community. A culture of respect and care for one another is a powerful antidote for burnout, isolation, and anxiety.
The following are programs that some companies are utilizing to support their workplace communities: