Managing for good employee mental health today

In the last three years, there has been a revolution in how employees look at and feel about their jobs. According to McKinsey, two-thirds of U.S. employees are reflecting on their purpose after COVID, and half are reconsidering the kind of work they are doing. Sixty-three percent want more purpose from their companies. Along with this introspection, employees’ mental health is more fragile. Since 2000, 40% of workers’ compensation claims (for employees who have missed workdays due to injury) have experienced a psychosocial barrier to recovery.

Behind these statistics is a significant change in the workforce that impacts all companies. First, a significant power shift has occurred. Whereas historically, employers made the rules in the workplace, now employees are expressing their desire for power and freedom to direct their own lives. They expect compassionate leadership, not authoritarian. Their protests are evident in the experience of the Great Resignation and then “quiet quitting” as they examined their options for more purposeful lives and work.

Second, employers must acknowledge and deal with the mental health needs of their workforce. Mental health issues affect physical health, productivity, and injury recovery. Handling these situations well within the new workplace dynamics results in a healthier workforce that is engaged and loyal.

Here are six recommendations for employers to create a productive, positive workplace environment in this new world:

Make adjustments to accommodate a remote or hybrid workplace. Having a taste of remote work during the pandemic has changed how employees see their workplace. Many are uncomfortable returning to the office. Others appreciate the flexibility of remote work in achieving work/life balance, especially younger workers and those with families.

Despite concerns about productivity when workers are not in the office, some employees working remotely may overwork themselves – for example, feeling that because they no longer have a commute, they should work extra time to make up for it. It’s important to include these employees in wellness programs and encourage good health habits even at home – taking frequent breaks, for example.

Employers must individualize and customize their policies about return to work, allowing for differences in employee situations. Some offer stipends for remote employees to design an ergonomically safe workstation. Finding accommodations that everyone can feel good about is challenging but critically important. Employees will leave to find better situations elsewhere if this flexibility is not offered.

Create opportunities for engagement. Even if a workforce remains remote or partially remote, employees can be cross-trained with other co-workers and asked to return to the office for specific in-person events. Those who may be working at home still hunger for interaction; employers need to be more creative in how they provide it. Leadership must make a solid effort to connect with remote employees, understand their situation and exceptional circumstances, and make them feel part of the company and the team.

Be aware that work-related stress claims are on the rise, and take action to prevent them. There are many reasons for this increase – post-COVID trauma, traumatic events at work, easily angered customers, and employees who may be vulnerable to anxiety and stress. Reliance on employee assistance programs (EAP) is also on the rise; EAPs are a valuable first-line resource for supporting employees and should be front and center in awareness for the employee base – especially supervisors, who can be referral sources.

On-site workshops can help educate employees on resiliency and the skills that create this quality. A robust network of mental health providers is a must; offering remote sessions is convenient and helps remove the stigma of “going to therapy.” When a traumatic event does occur, critical incident stress debriefings are proven to help reduce stress and trauma among employees, both those who are affected and those who were not directly impacted.

Supervisors can be trained and encouraged to take an even more proactive role as ambassadors for an inclusive, supportive company culture. Adopting a compassionate leadership model brings empathy and concern for the employee into all company interactions, delivering the type of work experience that employees expect and seek today.

A transactional approach is no longer successful or acceptable when employees are ill or injured. Employees in these vulnerable situations need advocates, people who can listen, connect, and act to help them navigate the complexities of the health care system, overcome barriers to recovery that exist due to their personal or family circumstances, and resolve any mental health issues that may arise or be exacerbated by the illness or injury. Traditional “return to work” guidelines may need to be adjusted, from looking at how an employee can fit into a job to how meaningful work can be provided based on their modified capabilities.

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Recognize that many employees face additional stress due to social determinants of health – lack of adequate healthy food, unsafe housing, and restricted access to health care and other essential services. Employers can address these needs by linking employees with needed services and bringing in skilled professionals who are aware of these potential problems and how to fix them when an employee is ill or injured.

In addition to these best practices, employers must recognize the changes within today’s workforce that require a different management approach and the creation of a supportive, safe environment at work. Understanding the world of work through the eyes of the employees is a new and essential viewpoint today.

Karen Thomas, RN, MSN, CCM, is the Vice President, Clinical Solutions at CorVel Corporation, a national provider of risk management solutions for workers’ compensation, auto, health and disability management industries.