Mental Wellness At Workplace Define Organisation's Culture
The impact of the COVID-19 pandemic has thrown up daily challenges on us like never before. The increased social isolation and greater uncertainty for many, combined with heightened political and social unrest across the globe—is a stark example of how mental health has negatively impacted the world around us. The fact is, the pandemic continues to take a toll on the mental and emotional health of a rising number of people, a toll that may have impact which will last for years to come.
Women especially are reporting higher levels of stress and increased pressures. In one of the report- 2021 Deloitte Global Women @ Work research, only 33% of respondents described their mental well-being as “good” or “extremely good” compared with 68% pre-pandemic. Young people are facing challenges, too. Many reports have revealed that 41% of millennials and 46% of Gen Zs feel anxious or stressed all or most of the time.
It is estimated the financial impact of stress and anxiety on productivity and performance could cost the global economy up to US$16 trillion by 2030. A figure likely to be revised upward as we emerge from the COVID-19 pandemic. This makes a compelling business case for supporting employees’ mental health. Prioritizing and investing in the mental health of employees is not only a moral imperative for business leaders, it is the right thing to do for business and economy recovery.
Working conditions and processes have undergone a tectonic shift in recent times, home offices in particular have become the new normal ,the workplace and private sphere are often no longer separable for employees, contact and communication between management and the workforce have also changed significantly. Actually the concept of home offices, which sounded like a boon in the initial phase of the pandemic ; seemingly relaxed and tailored to one’s own needs , is gradually becoming an ordeal. This is calling for organizations to redesign and restructure workspaces, such that these are not only safe, but also accommodative enough to different personal & professional requirements of each employee.
This further calls for a hybrid work model, so employees can shape their work schedules as per their lifestyle choices, vis a vis shape their lifestyle choices as per their work schedules.
In a hybrid workplace, employees can align their work-from-office schedules with their respective teams and accordingly reserve office workspaces and other amenities. It provides employees with the freedom to choose when & where to work from. This is especially helpful for employees who do not have an adequate workspace at home to go completely remote, or find it very challenging to work with distractions and responsibilities that demand their attention.
While many have slowly shifted to this, ‘hybrid’ model, allows employees to choose when they want to work from home or come to the office. Such and many other small but sure measures will continue to act as contributors towards good mental health at work, and an assurance that employees well-being is prioritized , support is accessible when needed.
More such steps will be vital in ensuring that good management or leadership is playing its role in destigmatizing mental health challenges within the organizations. This will further encourage inclusivity at workplace. Statistics show that workplaces with high levels of mental wellbeing are more productive. Variety of tasks, good cooperation and social support are few indicators of resilience that help cope better with mental stress in the current situation. So in months and years to come, 'Mental Wellness at workplace will define organisation's culture and holistic health of employees at work'.
Enlisted below are some quick tips for organizations to take necessary steps, so as to create an environment of holistic health and wellness of employees , that will certainly take care of organisation’s future and work culture in months and years to come -
The effectiveness review of some of these parameters will surely help organizations in assessing the mental risk of its workforce . Regular assessment of situations and newer measures are required to be devised and implemented in order to continuously reduce mental stress.
Lastly, employee wellness programmes at work as pull factor towards attracting, retaining and keeping the talent satisfied and happy. Also this works as a catalyst in keeping turnover and absenteeism at the bay.
The foundation of a healthy organisation begins with physically and mentally healthy employees; it yields and protects the organizations culture and ensures a promising future. Thus, prioritising wellness and holistic health of employees must continue to remain crucial as its popularly said and must be practised , “Self-care is how you take your power-back’ !
