As a result of COVID-19, employees are seeking more support from their employers for mental and emotional health issues, and even reassessing the importance of meaning and purpose in their work. (Image: Shutterstock)
Michelle Williams, Dean, Harvard T. H. Chan School of Public Health, predicted on April 28, 2021: "We will likely see a very much higher collateral damage to our mental health and wellness than to our physical health."
Mental health challenges were escalating before COVID-19 rapidly proliferated. According to a September 2020 survey by The Conference Board, 47% of HR leaders reported that workers' productivity increased since the COVID-19 outbreak. The report found the increase due in part to employees working longer hours. The work-life blur, without a demarcation for many of the commute, led to an average of 2.5 hours more worked per day, and 45% say they have been working more hours than pre-pandemic.
Ruth Hunt is a principal in the engagement practice at Buck, an integrated HR consulting, technology and benefits administration services firm. Ms. Hunt helps lead global research and thought leadership on workforce well-being strategies. Recommended For You
Burnout has soared 54% according to a spring 2021 survey by Arizona State University with the Rockefeller Foundation, with overall mental health concerns rising by 59%.
By March 2021, The Conference Board found 60% of workers concerned for their mental health. Attributes go beyond feeling stressed. The American Mental Health Counselors Association found that more than 40% of Americans reported symptoms of anxiety and depression in 2020 – up from 2019 when 8% had symptoms of anxiety and 6% with symptoms of depression.
People who struggle with anxiety and depression are more likely to take sick leave repeatedly and for long periods – over 90 days. For those at work, research shows a link between mental health disorders and reduced productivity. Individuals with well-managed mental health have improved employment rates and productivity, reduced anti-social behavior and criminality, and higher levels of social interaction and participation.
Teachable moments
Mental and emotional health can be fragile and are incredibly interconnected with physical as well as financial health. We have found COVID-19 has led to "teachable moments" among employers and employees as they realize that having health risks puts us further at risk if you contract the disease. Buck book of business data shows that 29% of health plan members with mental illness suffer from at least one other physical condition. And delayed preventive care has experts predicting a rise in cancers and other conditions.
Even if we don't like our premiums or deductibles/out-of-pocket cost sharing, our holistic medical benefits are really important to our physical and mental well-being. Respondents to a Met Life 2021 survey who say their benefits meet their needs are 41% more likely to feel resilient and 60% more likely to trust their employer's leadership.
We need to pursue prevention and healthy lifestyles, not just avoidance or disease management, in an inclusive way beyond wellness. We need to recognize burnout and fatigue are but the tip of the iceberg, and work policies and flexibility need to be modernized.
As a result of COVID-19, employees are seeking more support from their employers for mental and emotional health issues, and even reassessing the importance of meaning and purpose in their work. They need to know there is no stigma and their pursuit of support won't affect their careers. They also are looking for sensitivity to diversity and inclusion, given racial turmoil and hate crimes, and social inequalities.
Toolkit fundamentals
Well-being resources
These resources should span the full mental/emotional, physical, financial, and social spectrum. Some are basics: Exercise, eat right, sleep, turn off the news and social media. Others may seem new age but work: Program offerings can coach on taking a step back to breathe, learn mindfulness and coping strategies.
If employees are missing out on using current resources, identify the barriers through surveys or focus groups: Is it a lack of awareness? Time? Cost? Poor experiences? Stigma? And what does your data (claims, participation) tell you about needs, as well as adequacy and use of your offerings?
Skill-building
elated resources aim to enhance individuals' resilience, teach reframing (ways to overcome addictive risks and behaviors), and reinforce self-care given the expression, "In the event of an emergency, put on your own oxygen mask before assisting others." Underutilized EAP resources and counselors can help but often fall short.
Many apps and digital solutions are available but may not be appreciated or may fall short in addressing the range of needs in your workforce. If you offer many or add to your point solutions, emphasize that advocates or navigators to help steer to the right fit, or ensure clarity on a confidential third-party intake process for assessing each individual's unique needs.
Flexibility
Burnout requires the chance to recharge – complicated by the deferral of vacation time by many employees. Role model making time – even mental health days. Caregiving and home-schooling challenges confirmed the need for nontraditional, albeit mutually agreed upon flexible schedules. And policies on return to work, for those who have been working from home, need to be creative. The Best Practices Institute found 83% of CEOs want employees back in the office but only 10% want to do so full time. Confirm your hybrid work policy soon – it will be a highly valued reassurance.
Culture change
This includes leaders' understanding of the issues, clear support, and buy-in to the resource and policy change solutions. It also requires empathy and training for supervisors and managers, understanding and role modeling at every level, and peer-to-peer support for the social and community dimensions. Employee resource groups have made a big difference for many communities. Volunteering and outreach help focus energy and create empowerment. Diversity councils and emphasis on related efforts can help reach key subgroups in your organization.
An enlightened renewal
It's tempting to hope that vaccinations and herd immunity will be the cure for what has ailed us. While hope is on the rise that we are on our way to a new normal, with reduced restrictions, return to seeing friends and loved ones, traveling, and more, uncertainty remains. Many lost family or friends or saw the long-haul challenges to survivors, or to finances and livelihoods. Many have internal scars.
Turning the corner more rapidly from those internalized challenges will require employees to feel supported by their employers. It's an opportunity to build mutual trust. Fortunately, most organizations already offered well-being programs – which can play a central role in a renaissance for the well-being of employees and their families. There's no time like the present to be inspired to make those efforts shine.
Read more:
© 2025 ALM Global, LLC, All Rights Reserved. Request academic re-use from www.copyright.com. All other uses, submit a request to [email protected]. For more information visit Asset & Logo Licensing.
