Wednesday, 24 February 2021

Managing a flexible workplace culture

If the Covid-19 pandemic has taught us anything it’s that a flexible workplace isn’t only possible, but it is in fact, necessary. Many businesses realised the benefits of providing flexible working a long time ago and have therefore become accustomed to how this can be achieved. However, for those companies that are only now experiencing the structure of a flexible workplace, they may require some assistance to do so successfully.

The benefits of a flexible workforce

During the pandemic, we were advised to work from home if we could and businesses were encouraged to ensure their employees had this option if feasible. The fact that many jobs can be conducted from home has revealed how flexibility and homeworking can have both positive and negative outcomes.

The positive impact of a flexibility

  • Single parents are less likely to require childcare if they have the option to work from home, rather than in an office or other relevant workplace. This can help alleviate some of the stresses that are associated with juggling parenthood and full time employment. 
  • Employees with dependents such as elderly or ill parents can continue to work while caring for their dependents.
  • Workers with ongoing health conditions could find it easier to work from home rather than have their illness exacerbated by daily commutes or inappropriate work environments.
  • Flexibility promotes a culture of care which makes employees feel respected and valued which, in turn, has a positive effect on their mental wellbeing, thereby promoting workplace productivity. A review of productivity figures by HSBC revealed that flexible working is an incentive for increased productivity. 
  • Being flexible in terms of part-time and home working increases the talent pool to individuals who couldn’t access roles because of their personal circumstances.

The negative impact of working from home

Although flexibility has its perks for both the employer and employee, working from home full-time can have a negative effect on staff:
  • Loneliness – without the interaction with fellow work colleagues, homeworkers can feel lonely, isolated, and excluded.
  • Isolation can lead to mental health difficulties – prolonged isolation has been linked to depression, impaired function, sleep deprivation, and even impaired immunity.
  • Stress caused by the need to prove yourself – some people may feel pressured to increase their workload or targets because they are no longer working in the office. This can lead to working longer hours and not taking breaks in an attempt to prove yourself.
  • Expectation of working even when ill – this expectation may be self-inflicted or come from employers.


Successfully managing a flexible workforce

It is important to create a healthy, flexible culture that meets the needs of the individual and the entire workforce to ensure mental wellbeing is not affected.
  • Allow flexible working hours to accommodate employees with dependents or with health issues that require shorter working hours and flexible days to accommodate medical appointments. This can release the pressure employees feel from trying to cram everything into a set time period. Less stress decreases the likelihood of mental health issues such as anxiety and depression.
  • Make your expectations clear from the outset and encourage communication regarding workload. Clear guidance gives employees confidence that what they are achieving is what is expected, and it can prevent anxiety or feelings of underachievement.
  • Organise online social opportunities for those working from home. This can also include weekly online meetings where teams can get together to discuss projects and ongoing work. Isolated working can lead to depression and loneliness so regular socialisation, even virtually, can help prevent this.
  • Emphasise the need for homeworkers to take breaks rather than work through their lunch hour. Breaks are essential to ensure employees don't suffer from burnout which can lead to stress in the long term.
  • Encourage discussions about mental health and make employees aware of places they can get support such as their GP and other health care professionals. Open discussions about mental health take away the stigma that is often associated with these kinds of difficulties. By approaching mental wellbeing right at the start there is a decreased chance that these problems will develop into more serious symptoms.

If you or your employees are struggling with the impact of working from home, you may benefit from a KeepWell Working From Home MOT, which has been designed to focus on the wellbeing and mental health needs of those working from home. Find out more about this service here >

Tuesday, 16 February 2021

Keeping workplace stress under control

Stress can differ depending on the workplace and the individual role of an employee. Some stress can be conducive to good results in that it can help with focus and concentration. However, if an employee is continuously placed in stressful situations or is finding their workload or work environment stressful, their mental health can be affected. Discover how both employees and managers can take steps to ensure workplace stress is handled effectively and kept under control. 

Common causes of stress in the workplace

According to the Health and Safety Executive, the rate of work-related stress, anxiety and depression has increased in recent years. Work-related stress can be attributed to:

  • Extended hours – working for long hours without any sensible breaks for rest, food, and sleep can cause extreme tiredness which will result in stress and depression.
  • A heavy workload – when work isn’t distributed properly, and one person takes on more work than they can manage, it can become a huge burden that creates feelings of desperation and anxiety.
  • Disorganised management – It can be confusing and stressful to deal with inconsistent management or not be given proper instructions or direction.
  • Personal problems – if an employee has problems in their personal life these can impact on their productivity and concentration which will ultimately lead to stressful situations.
  • Bullying – Bullying in the workplace can have a huge effect on a person’s mental wellbeing, causing them to feel sad, lonely, and depressed. 
  • Lack of autonomy – if employees are micro-managed, they may feel undermined and not trusted. 

What are the effects of stress?

Stress is the body's way of reacting to situations that could cause us harm. When we feel stressed, we immediately release chemicals into our blood stream which increase our blood pressure, heart rate and rate of breathing and cause our muscles to tighten. This is known as the 'fight or flight' response. In the short term, these changes allow us to face the stressor head on ('fight') on or run away ('flight'). However, if we are exposed to long-term stress, the stress chemicals remain in our blood stream over long periods and as a result we may find it difficult to relax; want to avoid other people; feel low in energy; and experience headaches, insomnia, and loss of libido. We may even become more susceptible to colds and infections. Those who are exposed to ongoing stress may feel pessimistic about their life and those around them and may experience a loss or increase in appetite, increased alcohol or drug use, and could develop habits such as nail-biting and fidgeting.

Even one or just some of these symptoms of stress can have a significant impact on mental wellbeing. In a report by NCBI, long term stress has even been cited as a possible cause of some personality disorders.

How to successfully manage workplace stress

  • Treat employees as individuals and establish their personal needs. This can be ascertained via regular meetings and by informing employees that they can approach you with any concerns or needs they may have.
  • Allow for a two-way conversation during meetings so you can establish what changes, if any, need to be made in the workplace. Invite employees to provide feedback and suggestions on current work practices and potential improvements. 
  • Make it clear that bullying and discrimination will not be tolerated in the workplace and that there can be extreme disciplinary consequences should an employee be guilty of either. Encourage staff to speak with their supervisors or other relevant management should they experience bullying or discrimination. 
  • If an employee feels overwhelmed by their workload, help them organise their time better by breaking down tasks into manageable chunks and by allocating realistic deadlines for each task.
  • Redistribute work should an employee's current workload be too much for them to handle.
  • Staff may feel anxious if they are required to finish work within a set time frame. Determine whether a flexible working week would be better for their situation. This could include some days working from home and shorter hours in the office to accommodate appointments and other commitments.
  • Provide access to resources that will help employees deal with stress such as the NHS MInd Matters service.

Friday, 29 January 2021

Easing young people into the workplace

The transition from leaving school and going into full-time work can be a daunting prospect, especially for young adults who haven’t yet decided which career path they want to take. There’s an awful lot of pressure on children to have their future goals all mapped out by the time they leave school but in a more realistic world, they have barely got to grips with understanding themselves. 

Following a study published by the British Chambers of Commerce Workforce Survey, HRreview highlights the following findings:

“88% of businesses believe school leavers are unprepared for the world of work, in comparison to 54% of businesses that think graduates are unprepared for the workplace."

"More than half of businesses (57%) said a lack of soft skills, such as communication and team working, were reasons why young people were not ‘work ready’.”

What can you do to ease the transition?

As an employer, you have a duty of care for the wellbeing of all employees, regardless of their age. If you accept a young adult into your place of work, whether on a training scheme or in permanent, full-time employment, there are various ways you can help them adapt. 

Although the government does offer help to businesses that employ school leavers, and they will have been given career advice prior to leaving school, as an employer you can still contribute to their wellbeing.

Induction training

An induction is an essential part of the transition and gives the employee a better understanding of their role and what is expected of them. By being patient and allowing for mistakes during the process, they will feel comfortable enough to ask questions that will help them get ahead. 

Don’t micro-manage

As tempting as it may be to constantly check everything they are doing, try to give them some leeway to take responsibility for themselves. Hovering over someone and scrutinising their work on a daily basis can be intimidating and put them under more pressure. 

Offer training

As we saw from the BCC report, school leavers starting out in full time employment often lack soft skills so by offering ongoing training for their personal development, they will have the opportunity to develop skills such as communication and time management.

Make them feel valued

As an inexperienced employee, one of the scariest aspects is wondering whether they are doing their job properly, if their position is secure, and if their boss is happy with their work. By offering regular feedback, praising their efforts (even if they’re not quite up to scratch yet) and listening to how they are feeling will give them more confidence and motivate them to improve.

Offer incentives

One of the most difficult parts of the transition for school leavers going into full-time employment is getting used to working longer hours with less breaks and fewer holidays each year. To avoid absenteeism, lateness, and a lack of motivation, offer incentives such as days off in lieu or a monthly/annual bonus.

Integration

To make them feel like part of the team, plan social events so that they can get to know their colleagues on a more personal level.

Career progression 

Talk to your employee about career progression within the company, not only so they have something to aim for but also to make them feel more secure about their position in the company.

Friday, 15 January 2021

Why soft skills are important for workplace wellbeing

Often in busy work environments there is so much pressure placed on achieving goals and hitting targets that the wellbeing of employees gets forgotten. There could be many reasons why this occurs but ultimately, this kind of responsibility lies with the management and their ability to use soft skills to nurture, inspire, and motivate their workforce. In a study by Gallup, it was found that "about 50% of the 7,200 adults surveyed left a job to get away from their manager".

In order for a business to retain and maintain the wellbeing of staff, it’s vital for employees to feel a level of trust and respect towards their line manager. For many of us, we are much more likely to enjoy job satisfaction and go the extra mile when we are given support not only within our role but also for our mental wellbeing.

How to improve leadership soft skills?

Let’s not forget that managers are also human and might need assistance from time to time to improve their soft skills in order to ensure a happy and positive workplace. Being given help to better their emotional intelligence, communication skills, and interpersonal skills will stand them in good stead for being a respected leader that can maintain a healthy and inclusive workplace culture.

Get to know your team

Although it’s important to have a professional relationship with your employees, it’s equally as important to understand them on a personal level. Finding out what motivates a person, how they respond to stress, or understanding how they communicate with others can help you manage their workload and environment effectively.

Learn to listen properly

Especially when our jobs are busy and stressful, it’s easy to neglect the wellbeing of others, but by taking time out to listen to your staff’s needs or feelings, you can manage workloads much more effectively.

Give considered and empathic feedback

Not only can constructive feedback be beneficial to employees, but it can also help managers understand how they can improve workflow and productivity. It may be that a member of staff is struggling with one particular role, so rather than reprimanding them, ask them if there’s another area they feel they would excel in. Not only does this give them more job satisfaction, but it also gives them the confidence that you have considered their wellbeing.

Developing your own soft skills

Become more aware of an employee’s emotional needs by looking out for any subtle signs that may arise from personal issues, stress, or anxiety. Is someone quieter than usual, are they interacting less with others, do they look tired, are they more agitated than normal? These can all be signs that a member of your team is off-kilter and might need to air their thoughts to you in a private and confidential environment.









Tuesday, 22 December 2020

Tips for hiring the right candidate

Making sure you hire the right candidate is not only important to the financial success of your business, but it is also vital for creating an environment where work colleagues can work together amicably and efficiently. Choosing the wrong person for the job can be seriously damaging, not to mention costly, and could negatively impact the culture of your current workplace and employees. Research published in the journal Personnel Psychology, which analysed 200 individual studies, showed that employees who were compatible with the culture of the workplace would stay longer at the company, were more satisfied in their role and performed better overall.

Negative impacts of hiring the wrong person:
  1. Missed deadlines may lose future contracts
  2. Time and money are lost from correcting mistakes
  3. Toxic work environment
  4. Stress on managers’ and employees’ mental wellbeing
To avoid these issues, try not to rush the hiring process and make sure you have everything in place before you start the selection process. Understandably, you’re never going to please everyone with your choice of employee, so you need to figure out what’s most important for the role and the company. Trying to find someone who has the ideal skill set as well as being able to integrate harmoniously into the culture of the company can be a tricky task so we have a few pointers that might make your selection process less challenging.

Create a checklist

Make a comprehensive list of all the skills and personal qualities you would like the right candidate to possess before you begin advertising the job role. Consider who they are most likely going to be working alongside in their role and perhaps even ask those employees what kind of person would benefit them in their job.

Introduce candidates to present employees

At the interview stage, it’s always a good idea to introduce candidates to other members of your team. How they interact with other people, especially when it’s not the person interviewing them, can be very telling of their personality and communication skills.

Check previous career commitment

If you’re wanting to employ someone for the long term, someone who isn’t going to abandon you when the going gets tough or because they constantly strive for a new work environment, pay particular attention to the duration of their previous job roles, whether that’s on their CV or during the interview. If there are signs they seem unable to hold down a position for a considerable period of time, make sure you get to the bottom of why this is the case. If you find yourself having to go through the advertising, interviewing and selection process again a few months down the line, it will be a further expense as well as time consuming.

Don’t rely purely on someone’s CV

Of course, most of us use our CV to showcase the best of our achievements but it’s not unheard of for some to perhaps exaggerate or, in some instances, completely fabricate work experiences. So, although CVs are generally a good indication of a candidate’s skillset and experience, make sure you don’t wholly rely on it. It might be a good idea to set a task that tests the relevant skills needed for the job during the interview stage or alternatively ask candidates how they would respond in certain key situations. This way, the candidate will need to think on their feet, and you can get a sense of how they would respond if they were appointed to the role. 

Keep it conversational

You will find out more about candidates if you keep the interview process conversational and relaxed rather than confrontational. The job website Indeed suggests spending 5-10 minutes at the start of the interview to build rapport with the candidate. You could ask if they had any difficulties finding the location, how their day is going, or comment on something you have in common with them. You want to see if the person you are interviewing has the skills but you also want to employ someone who fits into your team and your organisation as a whole. You will only be able to determine this by having a conversation with them, so keep it professional but friendly.

Have more than one interviewer

Involving other members of staff in the interview process and decision making can provide different perspectives and could highlight either positives or negatives that when interviewing alone, you might miss.

Check social media

It might seem intrusive to check up on a person through their social media but if they set their profiles to public then they are open to public viewing. You might very well find some important giveaways about a person’s true character, whether that be good or not so good.

Make sure you request references and do background checks

This may seem like an obvious tip, but it can be tempting to put references and background checks on the back burner once you have the ideal candidate in mind. Regardless of how well suited you think a person is to the job, always request references from previous employers and follow through with background checks as you could learn something that may tip the scales.

During every part of the hiring process, remember to take your time and don’t rush into anything, even if you need to find someone urgently, as it could lose you even more time in the long run if you cut corners. 


Getting the right people working for your organisation is the key to success. 

Thursday, 10 December 2020

Keeping your team engaged during the festive season

In the build up to the festive season, people often start to feel excited and become wrapped up in the happy atmosphere. However, sometimes too much excitement can create a lack of focus and motivation in employees, which results in them becoming distracted in their work as they start to wind down for the holidays.

The run up to the Christmas period is often one of the busiest times for businesses as there are deadlines to be met and loose ends to be tied up. Of course, this kind of pressure can affect the health and wellbeing of employers and management so it’s important to keep employees engaged and operations running as smoothly as possible without being a killjoy and dampening staff morale. A report by Gallup found that companies with highly engaged employees resulted in 21% greater profitability.

Fortunately, there are ways you can protect your own and employees’ wellbeing while keeping them engaged at the same time.

Tips for maintaining engagement

  • Embrace the season and decorate the workplace. A brightly decorated workspace can lift people’s moods and by encouraging staff to help with the decorations during their lunch break, they can get into the spirit of Christmas without it eating into their working hours. This kind of activity is also a good team building exercise and great for (socially distanced) engagement. You could reward them with festive treats (although not too much or you might find them becoming a little bit giddy!) 
  • Play festive music in the week before the holidays, but perhaps not so loudly as to distract them from their work!
  • Arrange a Secret Santa with the promise of exchanging gifts at the end of a working day to motivate employees to complete their work first.
  • Organise a staff party on the last day before the holidays with awards and prizes for the most motivated employees. This is sure to make them eager to meet their deadlines prior to the award ceremony and will keep them engaged as well as making them feel appreciated at the same time. Make sure you also celebrate their achievements from the past year. In a survey by Glassdoor, 53% of those who took part said that appreciation from their boss would make them more likely to stay working at the company.
  • Send personlised Christmas cards thanking your employees for their efforts throughout the year. This small gesture can have a huge impact on someone’s wellbeing, particularly if they suffer from a lack of self-confidence or experience feelings of loneliness at this time of year.
  • Make the last day in the workplace a more relaxed working day - perhaps watch a film, host a quiz or a organise a few party games during extended break times. 

You’ll be amazed at how motivated and engaged your employees become if there’s a promise of an early finish or other rewards involved!

Remember that the festive season isn’t always a happy time for everyone, especially given the current Covid situation. By lightening the mood at work and offering thoughtful and personal rewards, you could have a positive impact on an individual’s mental wellbeing. If many of your employees will be working from home in December, be sure to adapt the above ideas by creating virtual online events instead.

Wednesday, 25 November 2020

Tips for dealing with mental health issues in the workplace

In 2018, Mind conducted a major study into mental health in the workplace. The findings were that 48% of everyone who took part in the survey had experienced some form of mental health issue in their present job role. More than ever, owing to the current pandemic, it is vital that employers put procedures in place to help tackle this widespread problem.

As an employer, you may become aware that one or more of your employees appears to be struggling with their mental health. This can throw you into a confusing situation as you carefully tread the line between providing support and infringing on an employee’s personal business. So, how can you provide support without unwittingly infringing on employee rights to privacy and autonomy?

Mental health procedures in the workplace

Having an existing framework in place before situations arise will put you and other staff in a good position to know how to assist employees. This framework should include:

Learning to recognise the signs

Although it can be difficult to recognise when an employee is suffering from mental health issues, there are signs that you can look out for which might bring about changes in behaviour. Perhaps they are taking longer to complete their work and missing deadlines, taking more sick days than usual, or are unable to communicate as they normally would with colleagues. A mental health awareness course can help both management and employees understand and manage mental health at work.

Planning

This should consist of an overall plan of steps to take should any employee experience mental health difficulties, and an individual plan for employees who have made management aware of what particular procedures help them in certain situations. Individuals that have made management aware of their pre-existing mental health conditions may want to provide a plan of things that can help their wellbeing. This may include access to a quiet room, minimal noise in the office, and staff awareness of triggers for this person.

Providing support without taking away an employee’s right to self-manage 

All staff should be made aware that they can reach out should they be experiencing any mental health difficulties. This could be to a line manager or a specifically trained mental health first aider in the workplace. If an employee approaches you, ask if they have any suggestions about how you can help them and suggest putting a plan in place to assist them day to day, and also should a crisis arise. Being in control of your own mental health wellbeing can be empowering and this should be encouraged.

Assessing levels of harm

Wherever possible, management should enable staff to have as much autonomy over their mental health needs as possible. Removing someone’s control over their own situation can be extremely distressing. However, if external factors have led to a person’s safety being at risk, you need to know when to intervene. If at any point a person is threatening to harm themselves or another person you will need to take prompt action.

Protecting those who help

Organisations can access specific training for staff who want to be mental health first aiders. Being a mental health first aider can be stressful and they can feel a huge sense of responsibility in this role. Managers need to ensure that these staff members are also given the support required. It is sensible to have more than one mental health first aider in the workplace so that if one is off work or not able to assist, another one can take their place. Make sure all staff know who these first aiders are so that there is no confusion about who should help in a crisis.


Make all employees aware of any resources both inside and outside work that they can make use of. Place these details on posters in communal areas of the workplace and also provide all staff with a copy via email or hardcopy. You can view a list of mental health charities who offer information or support here.

Visit First Psychology Assistance for details of our services for supporting employee mental health and wellbeing >