When historians look back at 2020, how will they assess our generation’s business leaders’ response to the psychological impacts of this quarantine?
Our employees’ well-being is dependent on how we assess and assist their different dimensions of health. While most organizations have Employee Assistance Programs (EAP) in place for the physical and mental dimensions, COVID-19 has also highlighted the need to address the other dimensions of social, financial and emotional well-being. The level of stress / trauma is stretched across the spectrum of employees; isolation and anxiety are mental issue triggers, many of which carry significant social stigmas.
While we always need time with friends, plenty of sleep, and healthy diets – now is the time that companies can step up to the plate with a compassionate and strategically savvy response. Shared in an executive conversation yesterday, here are examples of what a few companies are doing across the dimensions:
- Physical: Increasing the availability of telemedicine
- Mental: Taking Paid Time Off (PTO) for days off, or offering pro-rated work and sabbaticals
- Social: Adding questions to Health Risk Assessment or Employee Engagement Survey to measure employees’ perceived support from leaders/managers
- Financial: Creating a team member funded hardship grant with company match; or allowing opportunities to cash out accrued PTO option
- Emotional: Promoting services already available for employees (training sessions; tailored advice; grant schemes; online resources relating to nutrition, physical activity, smoking, alcohol consumption, and mental health)
While our living situation is fluid and uncertain today, we all need to remember the altruistic choices that we make by self-isolating, social distancing and wearing masks so that businesses can open back up with a safety plan for our human capital assets!
How is your company influencing employees’ well-being in response to the psychological impact of the quarantine?
