Tag: Wellbeing

Lack of well-being benefits for SME works 

A recent survey revealed that 65% of SME employees are hesitant to take sick leave when working from home.

The survey, conducted by HR Software provider Breathe, looked at the current state of well-being among SME employees. The survey was conducted across 1,264 UK SME employees, and the respondents were asked a series of questions regarding sick leave, mental health, and remote working. The goal of the survey was to establish whether the pandemic had a lasting effect on the working world and the impact of hybrid working.

According to the data, there is an ongoing pattern of presenteeism, with 65% of respondents saying they are less likely to take sick leave when working remotely and 42% of respondents feeling the need to prove their productivity while working remotely.

Of the workers who didn’t take sick leave, despite feeling unwell:

  • 32% could not financially afford to take time off work
  • 25% were too busy to do to take time off
  • 21% didn’t want to let their colleagues down
  • 20% felt pressured to work through it

The data suggests a lack of benefits aimed at employee well-being. Seventy-two percent of SMEs do not offer well-being days despite 35% of workers feeling that well-being days would be helpful.

The survey also found that only half of SMEs offer flexible working, even though 67% of the respondents believe that WFH supports work-life balance and overall well-being

Another finding was that 54% of SME employees work overtime when WFH. Forty-four percent of employees struggle with feeling ‘seen’ by their employers. A further 47% said they were less inclined to take a lunch break when working from home.

The survey also found that:

  • 41% of workers felt that their symptoms weren’t severe enough to take sick leave
  • 36% of SME workers reported mental health issues in the past three months
  • 12% of workers have taken sick leave for mental health reasons
  • 67% of SME workers say working from home improves their work-life balance, but 54% report they are still more likely to work longer hours than usual
  • 48% of SME employees are offered flexible working whereas 27% are not offered it but would find it the most useful benefit

Balancing a company culture in a hybrid working world is a challenge, and SME leaders need to address toxic traits in their existing culture, like overworking and presenteeism, to maintain a healthy and productive workforce.

Rachel King, UK General Manager, Breathe, commented: “The benefits for mental and physical well-being that come from a flexible approach to work patterns have been widely discussed but are still so important. Flexible working can positively impact physical, mental and financial well-being. That said, working from home has proven effective for many people, but crucially not for all. It’s often the case that people find themselves working longer hours and taking less sick leave, under pressure to be seen as super productive when working remotely. Employers should look for ways to tackle the ‘always-on’ ethos and habits that have crept into remote working culture. Focusing on creating a culture that supports flexible working as standard can benefit teams and improve productivity if handled intentionally.”

Lizzie Benton, Company Culture Coach & Founder at Liberty Mind, added: “As a business, your attitudes, behaviour, and beliefs will all ultimately present to people what you truly think about employee well-being. If people are feeling unseen and pressured to work through illness, that’s really not a good sign. Now is not the time to ignore your culture and the true ripple effect it has on your people. After two years of momentous life changes, employees across the UK are considering whether where they work is adding to their life or taking something away. That’s why it’s important to put your people first when making decisions that impact them both personally and professionally. Creating a positive healthy company culture is ongoing work and it’s a choice that will benefit your business in the long run.”

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Paid sick leave tops the list

HR and payroll software provider CIPHR recently polled 1001 people about which benefits, perks, and incentives are the most important for employees. According to the new research, 67% of employees said that paid sick leave matters most to them. Next on the list were flexible working hours at 57% and pension contribution matching at 46%.

Also important was mental health and wellbeing support, at 40%. This comes as no surprise after the pandemic and the ever-rising cost of living.

The order of importance depends largely on the individual being surveyed. For example, pension contribution matching is higher on the priority list than flexible working hours for those over 45 (59% vs. 45%). However, the opposite applies to respondents under 45 (57% vs. 42%).

Gender also played a role, where female respondents valued childcare assistance over a market value salary (27% vs. 21%). On the other hand, more men placed more importance on a performance bonus over a market-value salary (45% vs. 34%).

The top 15 benefits and perks were as follows:

  • Paid sick leave (67%)
  • Flexible working hours (57%)
  • Pension contribution matching (46%)
  • Mental health and wellbeing support (40%)
  • Performance bonus (39%)
  • Four-day work week on full-time pay (37%)
  • Extra holiday allowance (32%)
  • Employee discounts scheme (30%)
  • Flexible working location (27%)
  • Market-value salary (26%)
  • Childcare assistance (23%)
  • Health insurance or cash-back plans (21%)
  • Extra paid day off for birthdays (21%)
  • Extended paid parental leave (20%)
  • Death benefits (18%)
  • Unlimited paid leave (18%)

In a separate survey of 332 UK-based businesses, CIPHR found that employers only rated six of the 24 benefits in the same order as employees.

The top 10 benefits that employers think matter most to employees are:

  • Mental health and wellbeing support
  • Flexible working hours
  • Paid sick leave
  • Flexible working location
  • Performance bonus
  • Four-day work week on full-time pay
  • Extra holiday allowance
  • Health insurance or cash-back plans
  • Childcare assistance
  • Pension contribution matching
  • Market-value salary

Matt Russell, Chief Commercial Officer at CIPHR, commented: “It is surprising to see such a disconnect between the benefits that employees value and what employers think – especially given how important good rewards and benefits packages are to attracting and retaining top talent and for supporting a great employee experience.”

“There is no one model or benefits scheme that works for every organisation. Employers need to spend time listening to their own employees to understand their needs and priorities and what benefits they want and value. For example, things like employee discounts, childcare assistance, and health or dental insurance, can go a long way to helping employees through the current cost-of-living crisis. And, what was once more important, pre-2020, has now been superseded by other benefits that reflect the growing shift to remote working and the desire for more flexibility at work.

“It won’t always be possible to deliver on every specific benefits request but organisations that can act on employee feedback, wherever possible, and provide agile and flexible benefits schemes are more likely to have a happier and engaged workforce.”

The significant differences between what employees actually value and what employers think their employees will value, indicate that organisations may be missing valuable opportunities to improve employee experience and engagement.

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Over one third of office workers skipping breaks

New data from a survey by Digital Detox, conducted by Just Eat for Business, has revealed that over a third (36%) of UK workers are now skipping more breaks than last year.

The survey uncovered workers’ habits towards breaks and computer use, as well as focus on screen time. The study included expert comments on the mental impact of skipping breaks and went on to offer advice on how to combat it.

It also included responses from over 200 UK workers that were segmented by job role (business owners/C-suite, management team and executive).

The responses revealed that over a third (36%) of office workers are now skipping more lunch breaks compared to last year.

Business owners and those in C-suite positions proved to be the most likely (44%) to skip more breaks, while 1 in 10 at the same level report not taking any lunch breaks at all.

The survey also asked workers how often they put in overtime, with 25% of workers admitting that they put in overtime hours every single day.

When asked how often they feel burnt out at work, the survey found that 43% of workers report feeling sometimes burnt out at work, with 13% of office workers feeling in a constant state of burnout.

The results of the survey suggested that there is a correlation between those who skip breaks and those who feel burnt out, with 73% of workers reporting feeling burnout also admitting they don’t take a break until lunch, while 46% don’t stop looking at their screen until the end of the working day.

Dr Anneli Gascoyne, Associate Professor in Occupational Psychology at Goldsmiths University, commented on the impact of skipping breaks: “Trying to maintain focus for long periods of time is also counterproductive: over time, we’re depleting our mental energy and often don’t notice that happening. By skipping lunch we’re potentially making that situation worse – we need food (preferably the fresh and healthy kind!) to help restore our energy.”

Rosie Hyam, People Partner at Just Eat for Business, added: “Regardless of how teams are working – whether it’s in the office, at home, or a hybrid solution – it’s essential to take regular breaks. Without these, it’s not surprising that so many workers are feeling more burnt out than before.

“Given the emphasis currently being placed on health and wellbeing, it’s important that employers and employees prioritise sustainable and healthy working habits – including taking more regular screen breaks, and setting time aside to socialise with colleagues.

“Organisations may want to consider organising regular events that encourage time away from screens, and offer opportunities for team bonding – such as weekly catered in-office lunches, or food deliveries for at-home workers.”

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Trials indicate increased productivity and employee wellbeing
Approximately 30 British companies will be taking part in a four-day work week trial has been launched in the UK as part of a global pilot organised by governments, think tanks, and the organisation ‘4 Day Week Global’. During the pilot, it’s said that employees will be offered 100% of their usual pay, for 80% of their time, yet maintaining 100% productivity. Studies have shown that the four-day week can boost productivity and employee wellbeing.
Harriet Calver, Senior Associate at Winckworth Sherwood, says that the four-day work week is not a new phenomenon. Many employees in the UK already work a four-day week, however, this is typically agreed on a case-by-case basis between employee and employer following a flexible working request. It tends to be accompanied by a corresponding reduction in pay, except in the case of “compressed hours” in which case the employee is simply squeezing the same number of hours into a shorter week.

BENEFITS FOR BUSINESS 

Gill Tanner, Senior Behavioural Scientist at CoachHub, believes that one of the key advantages is that employees would benefit from a better work/life balance and an extra day on the weekend would mean staff would have the opportunity to realise other ambitions outside of work and spend more meaningful time with family and friends, engage in more exercise or find a new hobby – all of which result in improved mental and physical health and higher levels of happiness. And this will result in less burnout and reduced levels of stress.

But in what ways could the reduced working week benefit employers? Improving employee happiness and well-being has many potential commercial benefits for employers such as increased performance and productivity, reduced absenteeism, recruitment and retention; and it could have a positive effect DE&I.

POTENTIAL DRAWBACKS

Gill Tanner believes that completing five days’ worth of work in just four days could be more stressful for some. Employees will need more focus and have much less time for lower productivity activities.  Additionally, some employers and businesses may find the four-day week detrimental to operations. For example, a decline in levels of customer support on days staff aren’t in the office. So, careful thought needs to be given to how this might be executed.

According to Harriet Calver, if an organisation is asking for 100% productivity from employees in consideration for a reduction in working hours, it is going to be critical to have the right support, technology and workplace culture in place to enable this.

Although the success of the four-day working week model relies on employees doing fewer hours, there is a danger that there may not be enough hours in those four days to complete the work. Therefore, working hours could creep up to previous levels if the workload is the same, resulting in longer and more stressful days for these employees.

In customer facing businesses, a potential pitfall of the four-day working week is not being able to properly service customers leading to poor customer satisfaction. For example, if an organisation shuts its office on the fifth day, when it was previously open, customers may complain they cannot access services when they want to, or previously could. Whilst this could be a potential issue for some organisations, it should be overcome fairly easily by most simply by keeping the business open for five days a week but staggering the days which employees do their four days so the entire week is still covered.

According to Gill Tanner, employers should consider the following before implementing a four-day week:

  1. What are your reasons for implementing a four-day week?
  2. Consult with employees and other stakeholders regarding a four-day week. What are their thoughts? How might it work?
  3. Provide clarity regarding what is expected in terms working hours, performance levels, days off, remuneration, ways of working etc.
  4. Ensure there is sufficient coverage to run the business as is required and to have continuity.
  5. Think about the situation from the customer/client perspective (and other stakeholders) and how they might be affected
  6. Consider the communication plan: who needs to be communicated to and by when?
  7. Reflect on your current company culture.  Is it one of trust and ownership, values that are key to this kind of working? If not, is it the right time to implement such a big transition?  Are there other steps you need to take first?
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71% of employers believe pandemic will mean continued wellbeing support

The emergence of another COVID-19 variant has meant employers head in to 2022 with yet more uncertainty.

But GRiD, the industry body for the group risk protection sector, offers three employee benefit related New Year’s resolutions that make good business sense during the unpredictability of a pandemic:

  1. Think the unthinkable

The pandemic has fundamentally changed the old ‘it won’t happen to me’ attitude as most people have had to face up to the fact that it could. For an employer, unthinkable questions could be, ‘What will happen to the business if we lose a key person?’, ‘Can the business afford to pay out for a death or for long-term sick leave?’ and ‘What sort of help should the business provide?’.

If these questions set any alarm bells ringing then it is probably time to make some relatively inexpensive changes to an organisation’s benefits package or to the insurance in place to protect members of staff and the business against financial loss.

  1. Choose to be a nurturing employer

A valued employee will be engaged and productive which is good for business. Employers who take this approach to staff will have little to fear from the much talked about ‘Great Resignation’. However, if employees are re-evaluating what they want out of life and work, as many are, and if they don’t see their employer as having been particularly supportive during the pandemic, they may look elsewhere.

Three quarters (73%) of employers believe the pandemic will mean long-term changes in the way they support the health and wellbeing of staff, with 71% of employers believing the pandemic will mean a continued uplift in checking in with staff as a way to support them.

  1. Shout it out

If an employer has put measures in place to both protect and nurture its staff, it needs to be bolder in communicating this support so that staff can derive maximum benefit from everything that is in place.

If employees are pointed in the right direction and communications are little and often, then they remember to use the support and help when they most need it.

In addition, developing an external communications strategy is also important in order to win the attention of an organisation’s next generation of employees.

Katharine Moxham, spokesperson for GRiD said: “If a business is doing great things for its people in terms of looking after them in the present and protecting them from unknown future events, then they need to shout about it. This, in turn, drives engagement and appreciation which aids productivity, attraction and retention.

“I’m sure all employers had hoped to be heading in to the new year without the ongoing threat from the COVID-19 virus but as it looks like we could be in for another bumpy ride in 2022, employers would be wise to focus their New Year’s resolutions around their virus-weary staff.”

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Businesses admit resignations due to mental health concerns

Research from FutureLearn has highlighted the importance of mental health first aiders in the workplace. A new survey of 1,000 key decision makers in business has revealed that over one in five (21%) business leaders state they are willing to re-evaluate their mental health policies, offering reassurance that steps are being taken to support their staff’s wellbeing in the wake of the pandemic and to curb the apparent “great resignation”.

Currently, there are no legal requirements for allocated psychological first aiders compared to the requirement for physical first aiders or fire marshals – despite being a business essential. However, with the employee experience now in sharp focus, businesses are proactively improving mental health support in the workplace to combat trauma felt post the pandemic. According to the report there has been an increase of 10% of businesses with support in place. This comes after 68% businesses admitted to not having mental health support for their staff pre-pandemic, with this number decreasing to 58% post-pandemic. With 12% of employees revealing they have left their job citing mental health as one of the main reasons for leaving, it is clear just how important mental health policies are when it comes to the retention of staff.

The report revealed that of the businesses who have made changes to their policies since the pandemic, 42% have already implemented online counselling for employees and 34% have already invested in mental health first aiders.

Yvonne Chien, Chief Growth Officer at FutureLearn commented: “We commissioned this survey to reinforce the importance of mental wellbeing in the workplace. We’ve seen how the past 18 months have impacted mental health. This national shift has only strengthened our belief in the significance of businesses having access to the right support.”

Conrad Vivers, Mental Health Champion at FutureLearn said: “I’m proud to be a part of a team to help change the conversation we are having about mental health in the workplace. Being a mental health first aider has given me the skills and insight to not only give 1 to 1 support for those in need, but also to confidently bring mental health as a talking point to meetings where people are at the core of the discussion. Through supporting people in the workplace with mental health challenges we’re impacting the evolution and elevation of society. The ripple effects of these actions lead to a safer environment for employees and help FutureLearn fulfil its duty of care towards employees. In some form or another most people need support. Even if it’s just to say: “me too, it’s been tough.””

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Burnout continues to fuel the retention crisis

According to its latest study, McKinsey & Company has reported that more than 15 million US workers have quit their jobs since April 2021 with 40% of employees saying that they’re likely to quit in the next three to six months. This, because of burnout, the study revealed.

According to McKinsey, the pandemic has led to employee retention struggles that require serious reconsideration of how employers address mental well-being and they’re calling it the “Great Attrition”.

The largest-of-its-kind study released recently by leadership consulting firm DDI surveyed more than 15,000 employees and 2,000 HR professionals across 24 industries. The study found that nearly 60% of leaders reported feeling used up at the end of the workday.

Burnout has long been a concern for employers, and “leaders who are feeling burnout are now nearly four times more likely to leave their positions within the next year,” according to DDI. The length of the pandemic and the sustained effort required to keep companies afloat through uncertain times (and virtually) have increased exhaustion and stress. Meanwhile, the lines of work/life balance have blurred, families are facing increased financial anxiety, and the pandemic has put a strain on marriages and parents.

Staff need more support, but what does the ideal support system look like? 

In today’s mental wellbeing landscape, support typically starts with professional care but this model of care is problematic because according to Benefit News, in the US, those needing mental health support have to wait an average of 19 days to been seen and only “if one of the 12% of therapists accepting new patients are in the person’s network”. Stigma and fear of repercussions also play a role; 40% of first responders, for example, say they don’t seek help from workplace services because they are afraid of getting fired.

Employers can be the leaders in making proactive mental health care accessible to Americans by doing the following:

  1. Implement meditation spaces and courses in the workplace is one solution. Sixty percentof employees experiencing anxiety in the workplace show marked improvement upon practicing meditation. Many workplaces are already introducing corporate mindfulness classes to their benefits, with stunning results.
  2. Champion overall health. Because stress has also been associated with poor eating behaviors and diet quality (both causing it and being caused by it), nutrition and exercise are key. It’s not reasonable to expect an employee working a nine-hour workday to have time to go to the gym after work, make a healthy dinner from scratch, and also spend time with his or her family without feeling burned out. If workplaces offered healthy meal options at work, and even nutrition courses, it could make a world of difference; it’s also important to create a culture that encourages physical activity during

The arrival of the pandemic brought with it isolation and real human connection is at the lowest point in history. Many family members live in different states or countries, and according to NPR, more than 60% of Americans say they are lonely.

McKinsey’s study revealed that this increase in loneliness has impacted people’s personal and professional lives and made workers more susceptible to burnout. This is especially true for non-White employees, who are “more likely than their White counterparts to say they had left because they didn’t feel they belonged at their companies.”

The bottom line

Workplaces can address the fundamental need for connection by acknowledging the connection between loneliness and burnout; rethinking workplace environments to allow for more socialization and communal working; creating peer-to-peer mentorship programs; introducing ways for employees to volunteer together for a company-backed social cause; or using a platform like Listeners On Call that enables employees to talk to trained listeners with a shared life experience anonymously and confidentially. Also, the platform has the ability to meet employees where they are today on their own personal journey of wellness.

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People living with dementia is set to triple by 2050

According to a new survey conducted by HIVE360, more UK workers are having to combine full and part time work with caring for an unwell or disabled loved ones. The ‘sandwich generation’ now looking after young children and elderly relatives, needs more support from their bosses post-pandemic.

According to David McCormack, CEO at HIVE360, the company has recorded a steady climb in the number of employees accessing specialist carer support. This data has been gathered from its employee experience platform called Engage.

David commented: “This hidden workforce is under enormous pressure and feeling the strain and are seeking out telephone advice and online guidance on how to cope and manage the impact on their physical and mental health and wellbeing, 24-hours a day, seven days a week.”

In a complementary report published recently by Aon, it is predicted that by 2040 one in six UK workers will balance their job with caring responsibilities. This figure means that unpaid carers will provide around £132 million worth of care per annum with 2.6 million people having given up work to provide care at home. The report also found that almost half of workers with caring responsibilities describe their situation as stressful, with 20% falling ill themselves.

David made further comment: “This represents a 12% increase since 2013. The UK’s population is ageing; around one-fifth of the UK population (19%) or around 12.3 million people was aged 65 or over in 2019, or around 12.3 million people. And it is projected there will be an additional 7.5 million people aged 65 years and over in the UK in 50 years’ time.

“Furthermore, the population of people living with dementia is set to triple by 2050, according to recent data published by Alzheimer’s Society.

“The sandwich generation is likely to grow in step with this changing profile of the UK population, and in turn, the numbers of workers juggling caring for a loved one. The new right for employees to take up to one week of unpaid carer’s leave per year announced by the government this month, is a positive step in the right direction towards giving the hidden workforce of carers the support, understanding and flexibility they need.”

 

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Nearly half of UK employees have suffered from excessive stress over the last year, leading to 10% leaving their jobs

According to Google search data, the last three months have seen a 221% spike in searches for “signs of burnout”. Experts are warning that we’re seeing a “burnout build-up” for employees, which is likely to grow as we move into the winter months.

This is the culmination of a year of heightened risk of burnout among employees, with the latest data showing a 31% overall increase in searches for “signs of burnout” over the last 12 months – when compared to the previous year.

Today, National Stress Awareness Day, experts are urging HR and leadership teams to pay attention to the issue, particularly as winter approaches; it’s a time of year when mental health concerns often surge.

Excessive stress is a major predictor of burnout and other mental health impacts. A mental health and employee stress study, speaking to employees from over 500 companies in the UK, found that almost half of employees in the UK (47%) experienced excessive stress at work in the past year. This is a big challenge for employers who are trying to retain their talent, since one in eight have considered leaving their current role because of excessive work-related stress. Statistics show that one in 10 workers have in fact resigned in the last 12 months for this reason.

The research revealed some of the biggest impacts of stress. These are an inability to sleep (reported by 41%), physical health impacts (30%) and withdrawal from social interactions and relationships (26%).

What can HR teams do to tackle excessive stress?

When employees were asked about the support received from their workplace, one in every eight employees felt they didn’t receive the required support. A quarter of employees reported that the greatest cause of excessive stress in their job role was an unmanageable workload. This was followed by financial concerns, with 24% saying the excessive stress was a result of inadequate pay, which left them struggling to pay their bills. Dissatisfaction with employers and managers was also a significant contributing factor, with 18% of employees saying that management was poor or lacking, and 17% reporting a lack of support from their company.

Claire Brown, qualified life and career coach, says: “Employees should be encouraged to prioritise their health and wellbeing above productivity by taking regular breaks from the screen and getting fresh air where possible. Providing alternative and innovative ways for connection and communication between team members is also valuable.

“By adopting a flexible attitude and approach to how and when work is completed, this alleviates some of the pressure and mental strain. As always, communication is key. It’s important for employers to be fair and realistic about what is possible and to seek opportunities to provide practical support to help team members manage their workload.”

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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. 

 

Photo Courtesy of Canva.com

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