BUILDING BACK BETTER POST-COVID: Employee Wellness

Recently WHO announced that “COVID-19 is now an established and ongoing health issue which no longer constitutes a public health emergency of international concern (PHEIC)” However the effects of Covid-19 will long live with us even after this announcement, and as individuals, communities, and organizations we are still recovering and trying to Build Back Better. Many organizations have tasked their HR leaders or People and Culture, as we prefer to call them these days, to put in place initiatives to build better talent policies and practices with the objective of creating a more robust and resilient workforce, that can withstand future shocks.

Some of the build-back initiatives that can equip employees and the collective organization as a whole with the knowledge and skills to ?challenges and prioritize mental well-being include:

Return-to-Work Transition: As employees return to the workplace, facilitate a smooth transition by addressing concerns, providing clear guidelines on safety protocols, and ensuring a supportive environment. Offering resources for managing anxiety and stress related to the transition can also be helpful.

Flexible Work Arrangements: Offering flexible work arrangements, such as remote work options or flexible schedules, and allowing employees to balance their personal and professional responsibilities effectively. This flexibility can help reduce stress, improve work-life balance, and support mental well-being.

Deliberate Mental Health Support: implementing and promoting mental health support programs and initiatives. e.g. employee assistance programs (EAPs), counseling services, mindfulness sessions, or mental health training. Providing resources and creating a supportive environment.

Well-being Initiatives: promoting physical activities, organizing wellness challenges, or providing access to resources such as yoga classes, meditation apps, or fitness memberships. Encouraging healthy lifestyle choices towards mental health and resilience.

Training and Education: offering training sessions or workshops on mental health awareness, stress management, and resilience-building.

Empathy and Emotional Support: fostering a culture of empathy and emotional support within the organization. Encouraging managers to take on the duty of care responsibility by actively listening to employees, providing support, and showing understanding in order to create a sense of psychological safety and promote mental well-being.

Communication and Transparency: maintaining open lines of communication with employees to alleviate uncertainty and creates a sense of trust and support.

Regular Check-ins: establishing a system of regular check-ins with employees allows leaders to gauge their well-being and address any concerns. It provides an opportunity to offer support, provide guidance, and identify potential areas of improvement in the organization's approach to employee mental health.

Promoting Work-Life Balance: encouraging work-life balance is essential for employee well-being. Leaders should through their leadership practices and behavior act as role models of work-life balance. They should actively advocate for realistic workloads, discourage excessive overtime, and promote the use of vacation time. Encouraging employees to disconnect from work outside of their working hours helps prevent burnout and supports mental health.

Monitoring and Evaluation: Organizations should continuously monitor the effectiveness of mental health initiatives and employee well-being programs. Collecting feedback, analyzing data, and making adjustments based on the insights gained ensures that efforts to build back better post-COVID are meeting employee needs effectively.