[ad_1]
<div _ngcontent-c14 = "" innerhtml = "
Getty royalty free.
Getty
To be honest, I refrained from weighing during the month of mental health. But I draw from my memories of being a recruiter – & nbsp; for starving technology companies that literally seemed to be gobbling up great talent – and "my decades of experience" in human resources, as one of the most profound changes this sector has experienced. through. So, let me ask you: What lessons did you learn as we close the month of mental health?
Here's what I learned: Every month should be the month of mental health and every day should be the day of mental health. To take care of ourselves and our employees, we must do better. And as we focus on the hot issues of 2019 – experience of candidates and employees, improved engagement, reduced turnover – we continue to drive us crazy and drive our employees to the nuts. Yes, I use the term roughly, but the way we manage our workplaces has clinical implications, and it may be time to check our momentum and regroup.
Well-being is a multi-billion dollar industry: 82% of companies with more than 200 workers offers a kind of wellness program, such as smoking cessation or weight management, according to the Kaiser Family Foundation. According to a 2019 survey conducted by Wellable, the most popular wellness program is actually & nbsp;financial well-being (68%). However, employers expect to invest more in mental health (58%) and stress management (55% nbsp;) than any other aspect of well-being thereafter. Yet, the Kaiser study found that for every budget spent, there were very few tangible results – and that, at the same time, workplace mental health issues and workplace stress rates continue to grow.
What we face is the danger that mental health in the workplace is a contradiction, and we are all trying to live with it, and despite that. But knowledge is power, my friends. & Nbsp; While we invest a lot in mental health in our workplaces, here are some tips for getting better results:
Admit that & nbsp; business will always be in first place
We can not look at wellness programs with the same interest as we used to look at the benefits of the office. These are not only brilliant tools to attract new recruits and maintain employee engagement – "engaged" as – let's be honest – not wanting to leave and fomenting dissent across the board. But we are focused on business. The employer comes first. The objectives necessarily depend on what will support the company & nbsp; – and the irony is that employee benefits all benefit the employer.
The contract we have with the employee can to promise it will be to their advantage, but is it? We need to find better ways to align their needs with the needs of the workplace. No matter how many of us say "people go first", they must do it. Or the whole concept of mental health in the workplace is only a display campaign carried out by the water cooler.
Facing stress at work – This is our biggest problem
Stress at work, a byproduct of fever, high pressure, and the ever-active environment we work in, is the killer we do not fix. Workplace stress is the fifth leading cause of death in the United States – higher than Alzheimer's or kidney disease. A Stanford professor found that there are some 120,000 excess deaths per year ten specific working conditions – such as not having health insurance, not having control over our own jobs, or having to work long hours.
Once again, people go first: their stress costs your business billions: additional costs of $ 190 billion in health care. Yet at the end of last year, when the professor's study was interrupted, human resources evolved toward employee happiness. My team focused on the interest of organizations in getting their employees to love their companyand many of my clients have put forward the concept of employee happiness. In hindsight, since the release of the report, we have lost about 60,000 more people as a result of stress-related deaths in the workplace. Is this the best way to manage our greatest badet?
Address & This culture at the workplace – & nbsp; Forever and ever
Now that we know that workplace culture is a major factor in employee productivity and performance, and now that we take the time to define it, we need to bring our awareness of workplace culture to the fore. superior. Workplace cultures remain extremely stressful, vulnerable to C-Suite's whims and mood swings, and fraught with prejudices and other equity issues that threaten our souls. Of course, the aspiration here is that working for a large company will reduce stress, but we know that is not the case.
Highly competitive markets create highly competitive cultures, so watch yours: Do you push your employees too much? Do your core values include the constant pursuit of excellence? Are you too ambitious, reaching goals too ambitious to match the models of Google or Amazon? Does your hyperproductive work culture lead to burnout – now declared official mental health problem? The World Health Organization calls burnout "professional phenomenon … resulting from chronic stress at work that has not been successfully managed." & Nbsp; I do not know of any area in which workers do not suffer from this situation, and I would like to know how the burgeoning economy of the entertainment market plays a role in the years to come.
Stop blaming leaders and rely on managers
What about leaders? A study off UC San Francisco We found that 30% of entrepreneurs admit that they have depression and that the rate of depression among entrepreneurs is two times& nbsp; the rate of all others. Given the pressure on the direction of a company, I doubt that anyone is surprised. But & nbsp; we must go beyond the blame makers. Yes, their mental state can actually shape organizational atmospheres, but that's really the role of managers.
If your upper layers of leadership are vulnerable to your boss's moods, they can perpetuate this runoff effect. But if your managers do their job and have the autonomy to act responsibly, even when smoke escapes from the doors of C-Suite, it should not happen. It is up to the management to create a buffer zone between what is happening in the office of the manager and what is happening in the rest of the organization in terms of mood swings: leaders often have to badume their responsibilities. mercurial roles, but that does not mean that managers have to. When it comes to transparency, mental health struggles abound among bright people. But society itself is its own organism and there is a difference between transparency and anxiety. Sometimes, leaders must really have some privacy, for the good of all.
Not all companies have the resources to engage in costly mental health initiatives. But any business, regardless of size, can take the resolve to take better care of its employees. So, let your parents go home early Wednesday, give them a day off to walk in the woods from time to time. Allow them to make decisions and create initiatives they can be proud of. Allow people to bring their dogs to work: Fido's presence is proven, positive impact on people's mental state in the office. I know a company that was so stressed around the conference table (no one would let anyone finish a sentence) that she launched herself into a "decaffeination" frenzy – a voluntary campaign to help employees to slow down and breathe. Everyone took part, everyone relaxed, everyone did more, and everyone felt better in their own roles in the business. In other words, yes, sweat the little things and wake up and smell the decaf.
& nbsp;
">
Getty royalty free.
Getty
To be honest, I refrained from weighing during the month of mental health. But I am inspired by both my recruiting memory – for starving technology companies that literally seemed to be gobbling up great talent – and my decades of human resource experience as one of the most profound changes in the field. So, let me ask you: What lessons did you learn as we close the month of mental health?
Here's what I learned: Every month should be the month of mental health and every day should be the day of mental health. To take care of ourselves and our employees, we must do better. And as we focus on the hot issues of 2019 – experience of candidates and employees, improved engagement, reduced turnover – we continue to drive us crazy and drive our employees to the nuts. Yes, I use the term roughly, but the way we manage our workplaces has clinical implications, and it may be time to check our momentum and regroup.
Wellbeing is an industry that is now worth billions of dollars: according to the Kaiser Family Foundation, 82% of companies with more than 200 workers offer a wellness program, such as smoking cessation or management of weight. According to a 2019 survey conducted by Wellable, the most popular wellness program is actually financial well-being (68 percent). But employers expect to invest more in mental health (58%) and stress management (55%) than any other aspect of wellness afterwards. Yet, the Kaiser study found that for every budget spent, there were very few tangible results – and that, at the same time, workplace mental health issues and workplace stress rates continue to grow.
What we face is the danger that mental health in the workplace is just a contradiction, and we are all trying to live with, and despite. But knowledge is power, my friends. Although we invest a lot in mental health at our workplaces, here are some tips for better results:
Admitting that business will always be in the foreground
We can not look at wellness programs with the same interest as we used to look at the benefits of the office. These are not only brilliant tools to attract new recruits and maintain employee engagement – "engaged" as – let's be honest – not wanting to leave and fomenting dissent across the board. But we are focused on business. The employer comes first. The goals necessarily depend on what will support the business – and the irony is that employee benefits all benefit the employer.
The contract we have with the employee can to promise it will be to their advantage, but is it? We need to find better ways to align their needs with the needs of the workplace. No matter how many of us say "people go first", they must do it. Or the whole concept of mental health in the workplace is only a display campaign carried out by the water cooler.
Face and fight against stress at work – that's our biggest problem
Stress at work, a byproduct of fever, high pressure, and the ever-active environment we work in, is the killer we do not fix. Workplace stress is the fifth leading cause of death in the United States – higher than Alzheimer's or kidney disease. A Stanford professor found that there were about 120,000 excess deaths a year, attributable to ten specific working conditions, such as lack of health insurance, lack of control over our own jobs or the need to work long hours.
Once again, people go first: their stress costs your business billions: additional costs of $ 190 billion in health care. Yet at the end of last year, when the professor's study was dropped, the current trend in human resources has turned to employee happiness. My team has been striving to determine how quality companies succeed in getting employees to like their business, and many of my clients have created the concept of employee happiness. In hindsight, since the release of the report, we have lost about 60,000 more people as a result of stress-related deaths in the workplace. Is this the best way to manage our greatest badet?
Address this work culture – always and forever
Now that we know that workplace culture is a major factor in employee productivity and performance, and now that we take the time to define it, we need to bring our awareness of workplace culture to the fore. superior. Workplace cultures remain extremely stressful, vulnerable to C-Suite's whims and mood swings, and fraught with prejudices and other equity issues that threaten our souls. Of course, the aspiration here is that working for a large company will reduce stress, but we know that is not the case.
Highly competitive markets create highly competitive cultures, so watch yours: Do you push your employees too much? Do your core values include the constant pursuit of excellence? Are you too ambitious, reaching goals too ambitious to match the models of Google or Amazon? Does your hyper-productive culture in the workplace trigger burnout – now declared as an official mental health problem? According to the World Health Organization, burnout is a "professional phenomenon … resulting from chronic stress at work that has not been successfully managed." I do not know of any areas in which workers are not suffering from this situation and I would like to know how the burgeoning entertainment economy is playing a role in the years to come.
Stop blaming the executives and leaning on the managers
What about leaders? According to a study in San Francisco, nearly 30% of entrepreneurs admit to experiencing depression, and the rate of depression among business leaders is double that of other companies. Given the pressure on the direction of a company, I doubt that anyone is surprised. But we must go beyond the blame makers. Yes, their mental state can actually shape organizational atmospheres, but that's really the role of managers.
If your upper layers of leadership are vulnerable to your boss's moods, they can perpetuate this runoff effect. But if your managers do their job and have the autonomy to act responsibly, even when smoke escapes from the doors of C-Suite, it should not happen. It is up to the management to create a buffer zone between what happens in the chief's office and what happens in the rest of the organization in terms of mood swings: leaders often have to badume their mercurial roles, but it does not mean that managers have to do it. When it comes to transparency, mental health struggles abound among bright people. But society itself is its own organism and there is a difference between transparency and anxiety. Sometimes, leaders must really have some privacy, for the good of all.
Not all companies have the resources to engage in costly mental health initiatives. But any business, regardless of size, can take the resolve to take better care of its employees. So, let your parents go home early Wednesday, give them a day off to walk in the woods from time to time. Allow them to make decisions and create initiatives they can be proud of. Let people bring their dogs to work: Having Fido at home has a proven positive impact on the mental state of people in the office. I know a company that was so stressed around the conference table (no one would let anyone finish a sentence) that she launched herself into a "decaffeination" frenzy – a voluntary campaign to help employees to slow down and breathe. Everyone took part, everyone relaxed, everyone did more, and everyone felt better in their own roles in the business. In other words, yes, sweat the little things and wake up and smell the decaf.
