Tag: Mental Health

Employers are prioritising plans to improve productivity

Since the start of the pandemic, rising financial stress due to an uncertain economy has created a downward spiral on employee wellbeing that has impacted employee performance. A study by borofree revealed that an average of 3.05 working days were taken off by workers in Great Britain last year due to the financial stress felt by employees.

The study examined the plans that companies across the UK now aim to implement in order to improve employee productivity, financial wellbeing and increase morale in the workplace as business recovery begins to take shape.

The research, which was conducted online by YouGov, highlights that HR decision makers are feeling optimistic about building stronger employee productivity as the economy settles into a ‘new normal’ with over half (57%) believing that employee productivity is set to  increase over the next 12 months.

Action taken from businesses to increase employee wellbeing over the next year will be critical for them to regain strong post-pandemic productivity growth and recover from a challenging 18 months. In fact, 83% of HR decision makers surveyed revealed that their business will be prioritising plans to improve employee productivity over the next year. Improving pay and working conditions for employees is high on the agenda for companies looking to regain lost morale due to the pandemic, with almost a third (31%) stating that this will be a business priority for them this year.

Across Britain the study highlights that employers are searching for new ways to increase productivity. The research shows that wellbeing is now a vital part of ensuring that teams remain productive, with over one in five (23%) companies looking to introduce new or improved health and wellness benefits for employees to improve morale and productivity over the next two years.

Despite financial worries among the UK workforce being a cause of emotional stress, the study shows that offering financial wellbeing initiatives as part of a businesses’ productivity recovery plan is still being overlooked. Whilst financial stress is a contributing factor to absenteeism in the workplace, only 12% of HR decision makers are looking to introduce personal finance coaching and training to employees to improve morale and productivity amongst teams within the next two years.

Minck Hermans, CEO and Co-founder at borofree, comments: “Whilst it’s great to see that businesses are prioritising incentives to build stronger employee productivity following a challenging 18 months, it’s critical that they do not overlook initiatives to promote better financial wellbeing amongst teams.

Our findings show that financial stress can lead to increased absenteeism in the workplace and the effect of this will hit a company’s bottom line. For employees that seek a certain degree of financial security from their employer such as being able to absorb an unforeseen financial shock, only one in ten (10%) businesses surveyed have stated that they are looking to introduce earnings on demand and paid weekly options for employers within the next two years and just over one in ten (14%) confirmed that they’ll be introducing salary advance facilities (e.g., a loan a company can give an employee from their future salary).”

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70% of employees unhappy with leadership  

The Adecco Group reported results of its global study called Resetting Normal: Defining the New Era of Work. The report was said to examine the change in attitudes to work over the last year, as well as highlighting issues that companies need to address to stay agile in the current landscape. 

The study highlighted poor mental health as an emergent issue with more than half of young leaders (54%) suffering burnout. A third of workers also stated that their mental and physical health had declined in the last 12 months. The study stated that companies must re-evaluate how they support their staff and should provide wellbeing resources to their employees within the new hybrid working model.  According to the report, 67% of non-managers say that their leaders don’t meet their expectations for checking on their mental wellbeing.  

Leadership falling short  

Satisfaction with leadership is low, with only a third of non-managers feeling they are being recognised for the work in the business, and only half of all workers said that their managers encouraged a good work culture.   

Findings from the report stated that motivation and engagement is low with less than half of employees being satisfied with their career prospects in the company they work for with nearly 2 out of 5 considering new careers and moving to jobs with more flexibility.   

The Adecco Group’s Chief Executive Officer, Alain Dehaze, said: “For those who are not bound to being physically present to perform their work, it is obvious that we will never return to the office in the same way and that the future of work is flexible.  

Our research clearly shows that “one size will not fit all” when it comes to addressing employees’ needs and we’re increasingly seeing a leadership struggling to balance remote working and care for their teams. Now is the time to start bridging this gap by developing and equipping leaders and workers alike with the skills and capabilities they need to reignite motivation and build a cohesive company culture that maintains and develops a successful, resilient and healthy workforce.” 

In summary of the report:  

  • 82% of the workforce feels as productive or more so than before the pandemic 
  • Globally, 53% of workers want a hybrid working model where more than half of their time spent working is remote 
  • Long hours increased by 14% in the last year, with more than half of young leaders reporting that they suffered burnout  
  • 73% of workers and leaders are calling to be measured by outcomes rather than hours, while only 36% of managers are assessing performance based on results  
  • Satisfaction with leadership is low with an increasing disconnect with employees made evident. Only a third of non-managers are believed to be getting the recognition they deserve  
  • Anxiety about returning to the office is highest in Australia (53%), followed by the UK (52%) and Canada (51%). 

Do you have news to share? If so, please email debbie@talintpartners.com

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Staff wellbeing tops employee concerns  

A recent report called the Healthier Nation Index published by Nuffield Health stated that more employees are demanding that their employers take more responsibility for their physical and mental wellbeing.  

The research found: 

  • More than 21% of those surveyed (8,000 respondents) believed employers should implement mandatory reporting on the physical and wellbeing initiatives they have in place to improve the wellbeing of their staff 
  • 52% stated that they were aware of the measures they could take to improve their mental and physical health 
  • 37% stated that employers should take responsibility by making resources available on how to boost mental and physical wellbeing 
  • 46% said that free health checks for all staff should be provided by employers 
  • 54% said that work was having a negative impact on their mental health 
  • Half of those surveyed stated that their workload created a barrier to undertaking physical exercise. 

Darren Hockley, Managing Director at  DeltaNet International commented: “Improving both mental and physical health is rising up the corporate agenda. If employees feel overworked or stressed, then they won’t be as happy or productive. This will only lead to other issues for the company, such as sick leave or them resigning and moving to another organisation that prioritises wellbeing.   

“Mandatory reporting on physical and wellbeing initiatives is a great way for organisations to take more responsibility for their employees. Offering that support through wellbeing seminars, mental health and wellbeing training or even mental health support where staff can talk to a specialist can make a significant difference to employees.” 

Extra leave given in support of mental health  

Nike recently announced that their head office employees will be given a week’s holiday in support of their mental health.   

Suzanne Staunton, Employment Partner at JMW Solicitors, commented: “It is unlikely that (many) UK employers will provide their staff with a week’s mental health break. However, anecdotally, over the past 12 months, we saw that number of employers have given staff a day or two additional mental health days or an extra day holiday. Those employers who implemented such schemes reported an increase in morale and productivity.”  

Returning to work post “freedom day” 

Data published in the Supporting Your Remote Workforce in 2021 and Beyond report found that 40% of those who are returning to office-based working are concerned about contracting COVID-19 from colleagues.  

Data from CPD Online College reported that the top concerns for those returning to the workplace were: social distancing (60%), workplace safety (56%), and workplace cleanliness (55%) at the top of the list. 

With these employees concerns in mind, it is imperative that HR and employers think about how to properly support staff wellbeing when staff returns to the office, as well as how to help alleviate their concerns. 

Liz Forte, Health and Wellness Director at Compass Group Business and Industry, shared three top tips:  

  1. Embrace the hybrid office: the hybrid should be seen to inspire staff to work together again and reconnect. This could assist with easing staff back into office life. Because there is a clear shift towards employees wanting a hybrid way of working, offering this to staff is a great way to encourage them to split their time between home and the office, thereby getting the best of both worlds.  
  2. Be aware of anxieties: Forte explains that it is crucial to be aware of your employee’s anxieties and concerns. Employers should communicate cleaning protocols and implementing visible cleaning teams during working hours could put staff at ease.  
  3. Support staff lives: providing work perks that encourage living a healthy life outside of work and that also support health and wellbeing will help improve performance as staff return to their desks. Offering classes which give employees the opportunity to try new hobbies or skills add to a positive experience at work. Data has shown that this could also be a good tool for attracting and retaining talent. 

 

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COVID-19 restrictions are lifting, and workplaces are reopening, but recent research reveals that three-quarters of UK workers fear going back into the workplace because it poses a risk to their health and safety. David McCormack, CEO of employee benefits and outsourced payroll provider HIVE360, says employers should take a simple seven-step approach that will support effective management of the workforce’s return to work.

Seventy three percent of workers admit they fear a return to the workplace. Responsible employers need to take action to support workers and ease their worries, to ensure they feel secure and comfortable whenever in the workplace, and know they have their employer’s support and commitment to maintain a safe environment.

The foundation to this is our seven-step return-to-work action framework:

  1. Communicate: Ensure workers know it’s ok to feel anxious about the return to the workplace. Encourage them to talk about their feelings so you can reassure them and take any additional action to ease any worries.
  2. Stay in touch: Make a point of checking in with staff regularly and ask how they are coping.
  3. Be flexible: For those feeling uncomfortable about being in the office, give them the option to continue working from home some days each week. For those anxious about a busy commute to work, be open to an early or late start and finish time for the working day.
  4. Be safe: People are counting on their employers to help them get back to work safely, and by putting employee health, safety and wellbeing at the heart of the return-to-work planwill help reduce any stress or anxiety:
  • Be COVID-19 aware, safe and secure. Employers have statutory duties to provide a safe place of work as well as general legal duties of care towards anyone accessing or using the workplace
  • Carry out a risk assessment of the entire workplace and implement measures to minimise these risks
  • Create a clear policy of behaviour in the workplace and share it with all employees. Policies should include the rules on wearing facemasks, social distancing, hand washing and sanitising, with the relevant equipment available to all. Include clear instructions on what people should do if they or someone they live with feels unwell or tests positive for COVID-19.
  1. Be caring: With concerns about the effects of COVID-19 on society and the economy, mental health is a growing problem, but people continue to feel uncomfortable speaking about it. This is unlikely to change, so make time to show you are an employer that recognises and understands by introducing and communicating the tools, support and measures available to them to help address any fears. Give them access to specialist healthcare resources, information and health and wellbeing support.
  2. Encourage work/life balance: Poor work/life balance reduces productivity and can lead to stress and mental health problems, so build-in positive steps to help the workforce achieve it by encouraging sensible working hours, full lunch breaks, and getting outside for fresh air and exercise at least once a day.
  3. Tailor solutions: Show that you understand that everyone’s personal situation is different and that you will do your best to accommodate it. Remind people of their worth as an employee, and the positive attributes they bring to the team.

Added benefits

Employee health and wellbeing support and benefits are a ‘must have’ rather than a ‘nice to have’. Onboarding and career progression, reward and recognition policies, training and development, employee benefits, work/life balance initiatives, financial, mental health and wellbeing support, are all essential components of an effective employee engagement strategy. Together, they improve and maintain a positive working environment.

HIVE360 is an expert in recruitment agency PAYE outsourced payroll. Our HMRC-compliant solution guarantees a speedy, transparent service, with no nasty fees for workers. It also delivers efficiency gains from payroll, digital payslips, pensions auto-enrolment and pay documentation support.

HIVE360 goes further. Our unique, customisable employee pay, benefits and engagement app Engage is provided as a standard element of our outsourced payroll solution. It gives workers access to an extensive range of health and wellbeing benefits and employee support services, including:

  • 24/7, confidential access to mental health support, counsellors and GPs
  • Thousands of high street and online discounts
  • Huge mobile phone savings
  • Online training resourcesand access to the HIVE360Skills Academy
  • A secure digital payslips portal
  • A real-time workplace pension dashboard to support employees’ financial wellbeing.
  • An incident reporting system to ensure the safety of employees in the workplace, which allows workers to – anonymously – raise serious issues or concerns with their employer directly through the app.

HIVE360 is a GLAA (Gangmasters and Labour Abuse Authority) license holder and is championing a new model of employment administration, redefining employment and pension administration processing. Visit: www.hive360.com

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UK businesses are doing a much better job of supporting their workers’ mental health than they were two years ago, according to the findings of a large-scale global study.

A survey of more than 32,000 workers in 17 countries for the ADP Research Institute revealed that 50% of UK workers said their employer had provided support for their mental health during the pandemic.

Though the UK lagged the global average of 65%, the People at Work 2021: A Global Workforce View report revealed that there had been significant improvement in the country due to the crisis.

A similar report published by the global HR technology firm in 2019 said that 24% of UK employees felt their company was not at all interested in their mental health, while another 37% believed any interest shown to be merely ‘superficial’.

Jeff Phipps, Managing Director of ADP in UK and Ireland, said: “Mental health in the workplace is by no means a new concern, but the huge changes of Covid-19 have cast a spotlight on the support employees need from their organisations.

“It is encouraging to see so many businesses recognise this need – some responding proactively to mitigate the emotional and psychological toll of a global pandemic. As the status quo of office working and life as we knew it was disrupted, compassionate employers put constructive measures in place to help their workforce handle this turbulence.”

Tailored approach needed

However, he warned that it was important that employers also recognised the need to adapt quickly and flexibly, adding there was no “one-size-fits-all policy”.

“At the moment, organisations and individuals alike are experiencing change on an almost continual basis, so it is also important to acknowledge that what works today in terms of mental health approaches may not work exactly the same tomorrow. Employers must be thoughtful in creating company-wide policies and as flexible as possible in supporting people on an individual basis.”

This advice is perhaps particularly relevant as the UK moves towards the lifting of work from home advice on June 21, albeit recent reports suggest this date may be pushed back.

A number of studies have shown that many UK employees are concerned about returning to physical workplaces when they are unsure about the vaccination status of their colleagues.

And a recently published US study revealed workers were generally anxious about a return to the office, with the most recent Mental Health Index by Total Brain and the National Alliance of Healthcare Purchaser Coalitions finding that mental health was worsening across the board as a return to the workplace loomed.

In particular, it found that stress, anxiety and depression was rising fastest among those aged 40-59 and among women.

‘Bounce back’ for mothers

Indeed, there has been much discussion about the fact the latter have been disproportionally affected by the pandemic, largely due to childcare responsibilities.

On that front, however, there was some positive news with the release of a report considering the impact of school closures on parents’ mental health by researchers from the Universities of Essex, Surrey and Birmingham last week.

While the authors concluded that having children at home had had a “significant detrimental effect” on mothers’ mental health – far more so than fathers’ – they also noted that, on average, the mental health impact had not been permanent.

Dr Claire Crawford, Reader in Economics from the University of Birmingham, said: “Our research suggests that, for the most part, mothers’ mental health seems to have bounced back once schools re-opened, suggesting that the negative effects of school closures were temporary for many mothers.”

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