Wellbeing Archives | Page 6 of 9

After recently examining the reality of unlimited paid time off (PTO), it got me thinking about the concept of ‘time off work’ as a whole. Having true time off work would (or should) mean that for the time that an employee has opted to take off, their responsibilities should be covered by another member of staff. However, the reality is, when people take PTO, they find themselves either cramming to do the work they are going to miss before they go, or rushing to catch up when they return.

A new study from Pew Research Centre confirms this, as it found that 48% of US workers have vacation days that go unused, and 49% cited that this was because they were worried they might fall behind on work. Another survey discovered that 40% of men and 46% of women said that just thinking about the ‘mountain of work’ they would return to after a holiday was a major reason why they hadn’t used vacation days.

What we are seeing is that paid vacation is translating to ‘the days someone spends away from the office’, when it should be ‘the time someone spends away’. PTO is meant to be getting paid for a day where you would be working – but if employees are doing the work they would have missed before and after their time off, it defeats the purpose. This isn’t time away, it’s just a shifted schedule.

Having true time away from work is vital for the wellbeing of employees and for ensuring that the quality of their output remains strong for the organization. Research shows that nearly three quarters of people who take time off work report better emotional and physical health, happier relationships, and improved productivity.

So how can employers create a culture of true time away from work which allows people to remove themselves and return with ease?

Collaborate from the beginning – try not to have employees that are lone rangers on projects. A great way to think of this is by looking at theatre; every cast member will always have an understudy who knows how to do their role if need be. This same logic should be applied in the workplace, as it allows for developmental and mentoring opportunities for more junior staff members and relieves stress for the person taking time off.
Set communication boundaries – when someone is taking time off, boundaries need to be in place so that the employee taking time away doesn’t have to always be checking their phone for any work emergencies. This can be done from an IT perspective, by setting it up so that all work-related communications are blocked for that time off, and instead are being redirected to the person who is overseeing the employee’s work in their time away.
Briefing upon return – when an employee does come back to work, they should be coming back to a short, succinct brief from the person who has overseen their responsibilities to update them on the progress of their projects. This avoids the fear of returning to a mountain of work to do, and means that the employee has had the opportunity to truly disconnect, destress and enjoy their time away.
For smaller companies, it may be more difficult to have staff who can take over someone’s responsibilities. And so, it is very important in this instance to ensure that as an employer, you are recognising and rewarding your staff for taking the time to pre-prepare their work before their vacation. And while larger companies may have more people, this doesn’t cover up the fact that large companies can tend to have a more competitive culture, and so staff can sometimes be territorial over their work and not want someone to have the opportunity to take credit for it.

It is not all down to employers, however. Employees should try to plan their time off as much in advance as possible so that this transition can be as smooth for the company as it is for them.

If you would like to discuss PTO policies and workplace culture strategies, please don’t hesitate to get in touch with me at Brittany@orgshakers.com

If you haven’t come across the term ‘quiet promotion’, it references the practice of employees assuming the responsibilities of a former colleague without formal recognition or compensation.

Sadly, this is not as uncommon as people might think. One recent study found that 67% of workers had taken on the responsibilities of a more senior colleague after that colleague left the company, while 78% had taken on additional workload without any additional compensation.

Quiet promotions can pose unintended consequences for the employee assuming these additional responsibilities, the leadership team, and the organization as a whole:

The Employee:

It is likely the employee will not have the bandwidth to assume greater responsibilities, and if the employee receives little-to-no communication around this need, it is unlikely that they will be able to remain productive in an environment of increased responsibility.
There could be training concerns over the employee – have they received the proper training to execute the new work/responsibilities?
Giving someone new responsibilities without effective coaching will lead to engagement concerns. Even if an employee understands how to facilitate the additional responsibilities, without overall vision and the opportunity to demonstrate new skills that could lead to future potential with the organization, the employee’s commitment to and trust in the organization are likely to falter.
All of this can lead to the employee potentially looking for other positions, which will result in a turnover cost that would be greater than the additional compensation saved through a quiet promotion. Turnover can cost up to 75% of a salary, and for more executive roles this number can rise to over 200% – which ultimately leads to a larger economic loss.

The Leadership Team:

Choosing to quietly promote can fracture the relationships that management have with their employees. There is a surreptitious element to a quiet promotion, and this can cause employees to question the trust they have in their leaders, leading to a range of miscommunication issues later down the line.
If leaders are choosing to quietly promote, they are likely missing the opportunity to analyze the role of the employee who departed the company. There is unrecognized opportunity to study the role of that person and assess whether there were any obsolete or inefficient processes in their responsibilities. This can be used as a starting point to decide whether the organization needs someone to replace this role or whether the actual usefulness of it can be fulfilled and absorbed by others. This then needs to be communicated with the prospective employee(s) taking on these new responsibilities, with considerations for future compensation and advancement, tied to successful performance of the new skills and responsibilities.

The Organization:

Mismanaging a separating employee’s transition can have ripple effects on the productivity of a department, as outlined above. Additionally, these effects are not likely sequestered at the department-level; there are impacts and potential output concerns for the organization as a whole.
Pay philosophy and performance motivation become weakened if employees are quietly being given more work to do without formal measurements of success, which is linked to the organization’s total rewards. Even if the employee is taking on a larger workload for a short amount of time while the company seeks a replacement, then ensure that gratitude is expressed to this employee through recognition programs, a one-off bonus, or additional benefits.

When it comes down to it, quiet promotions are unlikely to create cost savings for an organization. While initially it may seem like a smart move to save some money, especially in economically trying times, ultimately the costs associated with the loss of productivity, engagement, and potential increased turnover do not compare to the cost of effectively leading an organization through transition and providing rewarding career opportunities for committed and loyal employees.

If you would like to discuss strategies for supporting your business with its turnover rate, or how to manage an employee separation in a cost-effective manner, please do get in touch with me at victoria.sprenger@orgshakers.com

Today’s economic and social climate plays a big role in perpetuating stress in the workplace. Executives who know how to leverage personal pressure while effectively managing stressed employees possess a vital skillset, particularly in a cost-of-living or organizational identity crisis.

For example, leaders who successfully practice healthy personal habits and foster wellbeing in their organization’s workforce hold a significant competitive advantage. Knowing how to manage their own feelings of stress can also increase an executive’s longevity in the demanding world of c-suite leadership.

The above global report recently found 41% of senior leaders were stressed, and 69% of executives were thinking about quitting because of their wellbeing. Therefore, effective stress management can be key for reducing executive turnover. And in the same breath, stress management in the C-suite will have a trickle-down effect on their company. The idea of ‘follow the leader’ rings true in today’s world of work – if the C-suite is experiencing burnout from stress overload, how can they also effectively mitigate the stress levels of those who work with and for them?

This article focuses on three of the actions C-suite leaders can take to leverage the tensions inherent in their roles as organizational leaders. For information around mitigation of stress in the workforce, check out our article here.

How can executives leverage personal stress?

Know the Difference:

Savvy executives start by recognizing the difference between feeling stress and feeling pressure. A certain level of pressure and expectation is inherent in any executive role. This tension is often motivating and a beneficial by-product of personal and organizational success (e.g., company growth). When working in a high-stakes position, however, stress can easily mask itself as ‘just part of the job’, when this isn’t the case. By correctly identifying stress versus pressure, senior leaders can take advantage of tension-ridden scenarios through innovation, perseverance, and focus. They can rally flagging troops to achieve objectives and recharge themselves by accomplishing challenging goals or navigating rough waters. Conversely, failing to identify personal stress can result in questionable decisions, divisive behavior, and decreasing productivity and morale. Choosing the most effective path forward begins with correct identification of stress vs. pressure.

Schedule for Health:

Stress management has been heavily researched, and a myriad of resources, training, techniques, and approaches exist, and this is because stress is known to have negative effects on the body and the mind. Chances are, most C-suite executives have studied and built their stress management skills over the course of their career. Executives can be experts in ways to mitigate stress in their organization while failing to prioritize their personal physical and mental health management. One study found CEOs work an average of 79% of all weekend days, 70% of their vacation days, and 62.5 hours per week. Knowing how to best mitigate stress helps lessen negative influence, but only if stress management is a scheduled, prioritized, and practiced part of an executive’s daily routine.

Successful executives schedule their health into their lives just as they would schedule shareholder meetings. Allocating specific time in the day to exercise, eat, and reflect is essential. There is no one set thing executives should do in the time they block out for themselves. Rather, it’s important to take that time and do something restful, rejuvenating, or just plain fun. Executives need balance as much as employees do, so establishing a clear work-life balance is instrumental to managing stress and mental health.

Be the Leader:

It is also important to remember that executives are role models – their behavior has a direct effect on the culture and tone of the company they oversee. If they are trying to promote values of mental and physical wellbeing while choosing not to comply themselves, their team will likely feel less comfortable asking for support or assistance when it is needed. The classic example? Coming to work when sick, but then encouraging staff to take the day off if they are unwell. This type of mixed message has a trickle-down effect on the organization and can elevate workforce stress levels.

While these actions may feel simple or obvious, getting started may not be easy. One path to greater personal and organizational wellbeing is through executive coaching.

Another is bringing a consultant on board to help identify effective health and welfare strategies. Taking action to intentionally manage stress and pressure can result in a domino-effect of improved productivity, organizational culture evolution, and improved attraction and retention rates.

Knowing how to manage stress at an executive level in a healthy manner can cascade down the hierarchy of your business and foster a healthy, happy, and productive workforce. To get in touch to discuss coaching for stress or implementing health and wellbeing strategies, please connect with me at amanda@orgshakers.com

It is not uncommon to feel stressed at work, and so how employers manage this can be vital to ensuring that their teams are being supported so they can produce their strongest output. CIPD’s Health and Wellbeing at Work report found that four-fifths (79%) of companies reported some stress-related absences over the last year (and this figure rises to 90% for larger organizations).

So, what can leaders be doing to ward off these stresses?

Leadership Alignment – during periods of economic uncertainty, it’s particularly important that management are aligned on the top priorities for their organization. We already know that the ongoing cost of living crisis is causing stress for employees– an ACAS survey found that three out of five (63%) employees felt stressed because of the rising cost of living – so it’s key that people have confidence in the long-term financial stability of the companies they work for. Having a strong leadership team who are all on the same page sets a great precedent for the overall tone of the business.
Senior Executive Support – it’s not always easy for senior leaders to find that perfect balance between demonstrating optimism for the future of the business and being authentic and transparent with employees. But being calm and clear can prevent staff stressing over assumptions and ‘what ifs’. This reliability and consistency of behavior in higher-ups builds trust with teams, and so it’s important that the messages don’t appear to swing between good and bad news on different days – acknowledging the challenges and connecting them to the company strategy is key. Executive coaching can be a great way of supporting senior leaders as they process their own thoughts and feelings and explore options and solutions.

‘Re-recruiting’ Employees – amid mass layoffs, it is very normal for those employees who keep their job to suffer from ‘survivors guilt’. Remaining employees may also have to flex to focus on objectives that aren’t part of their preferred or original area of work, and this can lead to lower levels of motivation. A great way to mitigate this is to have an employee engagement strategy in place. Through regular check-ins, managers can both keep teams and individuals aligned to the bigger purpose and values of the organization as well as help people see how they are adding value, and recognize achievements, in the immediate term. Running some ‘building resilience’ workshops alongside this can also help with the management of stress during an uncertain time.
Encouraging Paid Time Off – PTO is a great way for employees to decompress, and if employers are encouraging this, it removes any potential awkwardness or guilt around asking. Especially in a hybrid and remote working world, where the boundaries of home and work can sometimes become blurry, it is necessary to reinforce the importance of taking personal time.
Employee Assistance Programs – Having EAPs or mental wellness programs are also useful when dealing with an employee whose stress may require more targeted help from a specialist.

Adopting these practices in your organization can be extremely beneficial to help proactively deal with stress in the workplace. With the working world continuing to evolve and grow in response to the pandemic and to economic fluctuations, ensuring that you have strong protocols in place to help employees manage stress is vital for the health and wellbeing of your people and your company. If you would like to get in touch about creating and implementing organizational strategies to combat stress, get in touch with me at anya@orgshakers.com

An employer’s paid time off (PTO) policy is critical when it comes to attracting new talent – a recent study found that PTO was the second most compelling benefit a company could offer.

This can inevitably lead to the consideration of unlimited PTO. It is already a particularly popular policy amongst US tech, media, and finance companies (a recent survey of 200 of these businesses found that 20% of them were already offering some form of unlimited PTO). As well as this, from a more generalised perspective, workplace discussions of unlimited PTO have risen by 75% since 2019, highlighting its increasing popularity.

But is it the best policy for your organization?

The problem with unlimited PTO is that it can easily sound better than it actually is. The prospect of having no set vacation days is an attractive one – it implies that the company values employee wellbeing – but this may be more in theory than in practice. A lot of the time, employers will probably find staff actually taking less time off then they usually would if they had been allotted a set amount of vacation days. This is primarily because employees don’t know how much is too much, despite the policy indicating that there is no such thing. No one will want to look like the person who takes a lot of time off, as this may reflect badly on their work ethic, and so staff can end up working more.

However, this doesn’t mean that unlimited PTO cannot be successful – but it has to be delivered in a certain way in order for employees to actually feel comfortable and entitled to take it.

For one thing, leaders who lead by example are going to set the cultural tone for their workforce. If employees see their line-managers, team leaders and executive staff enjoying the benefits of unlimited PTO openly, they are going to feel much more relaxed in indulging in this perk.

Secondly, if a business is going to adopt an unlimited PTO policy, a great thing to do would be to also enforce a minimum amount of vacation days every employee must take. This demonstrates how taking time off for oneself is a value that the company holds, and means that everyone is getting time off and not overworking themselves.

Lastly, this policy also requires effective performance coaching to be in place. If a manager notices someone falling behind on their work who is also taking a noticeable amount of PTO, this can lead to missed deadlines and output issues. Leaders having the ability to coach individual performance means shifting from an ‘hours someone is putting in’ mindset to an ‘output someone is producing’ mindset. This way, employees will understand that their vacation time is unlimited, but has to be worked around project deadlines to ensure output remains consistent. This offers staff autonomy and flexibility over their time without a loss in productivity.

It is also very important for employers to be clear about how an unlimited PTO policy goes hand-in-hand with their absence policies – establish the difference between things such as maternity and other leave of absence programs otherwise extended leave may just be taken in paid vacation.

Something to note is that in an increasingly remote and hybrid working world, unlimited PTO may not necessarily be something that’s needed. Instead, companies could look at endorsing flexible working patterns – have a set amount of days whereby an employee can fully check-out from work and be off the grid, but then outside of that, companies should work with their staff to be flexible to their individual needs. This way, PTO can be made to work for everyone, and avoids those feelings of guilt about taking too much time off.

If you would like to discuss how to optimize your PTO policies and overall benefit packages, don’t hesitate to get in touch with me at Brittany@orgshakers.com

From time to time, I’m sure all of us have been guilty of procrastinating. And if it is something that isn’t happening very often, then it doesn’t really do much harm.

However, in a world where remote working is continuously on the rise, being able to procrastinate is easier than ever. Resume-Now conducted a study which found that 42% of fully remote workers agreed that they got easily distracted when they were supposed to be working.

This is without the fact that, globally, an estimated 20% of adults are considered chronic procrastinators (this is defined as intentionally postponing a course of action despite knowing that this delay will have negative consequences).

This can be a cause for concern for employers, especially those with hybrid and remote working models. So how can they best respond to this and avoid a loss of productivity?

Firstly, understanding why people procrastinate is a great way of figuring out how to approach it. Neuroscientists have found that our brains battle between the limbic system (which controls our primal instincts) and the prefrontal cortex (which controls planning for the future). When strong emotions like anxiety or fear become overwhelming, our limbic systems can take charge, leading us to impulsively seek gratification in any immediate form, despite the consequences of doing so, i.e., falling behind on work or not meeting a deadline. Tim Urban simplified this idea in his popular TED talk, which described how we all have a ‘rational thinker’ that steers our thoughts, but procrastinators will also have an ‘instant gratification monkey’ which only wants to do fun things and doesn’t consider the drawbacks.

A lot of the time, chronic procrastination stems from feelings of overwhelm, stress and anxiety. If a manager notices an employee being less productive and missing deadlines consistently, this may be a sign that they are struggling and using procrastination as a short-term solution. One way to help solve this is through the introduction of microbreaks.

A microbreak is essentially a five-minute break which allows an employee to rest their brain between tasks and take a moment for themselves. In a way, this would be employers actively encouraging procrastination, but in a more controlled and mental-health focused manner. If employees are being told to take microbreaks, they won’t find themselves feeling guilty because they wouldn’t consider it procrastinating. This shift in perception can make all the difference, and this is without the fact that microbreaks have been proven to improve engagement and productivity levels.

Another way employers can help staff ignore that pesky monkey is promoting the idea of segmenting their workdays. Cassie Holmes, an expert in time and happiness and author of Happier Hour, discusses the concept of employees dividing their day between ‘happy work’ (which is the work that fuels their passion and they enjoy doing) and ‘work-y work’ (the more repetitive, admin-like tasks). Managers can encourage those who tend to procrastinate to schedule specific time to do the parts of their job they love and the parts they may enjoy a little bit less. This way, the employee is less likely to feel guilty about ‘putting off’ the work-y work, because they know they already have specific time dedicated to doing it.

There isn’t going to be a one-size-fits-all approach to responding to employee procrastination, and so it is important to consider various solutions. If you would like to discuss detailed strategies about boosting productivity and engagement and warding of procrastination monkeys, please get in touch with us.

Work can be an intimidating and frustrating experience for neurodivergent individuals, as they can struggle to fit in with coworkers and adhere to organizational culture expectations. Conversely, employers and colleagues can feel challenged when working with neurodivergent team members. Through awareness and a few workplace changes, the benefits connected to a neurodiverse workforce can be optimized.

As the world of work continues to evolve, neurodiversity is getting more attention. This begs the question – how will your organization adjust to employees’ growing demand for recognition and workplace modifications?

The best way to find an answer to this is by first understanding what neurodiversity is and looks like.

According to Harvard Medical School, “Neurodiversity describes the idea that people experience and interact with the world around them in many different ways; there is no one “right” way of thinking, learning, and behaving, and differences are not viewed as deficits.” Statistically speaking, 15-20% of the world’s population is neurodivergent. Dyslexia, Attention-Deficit/Hyperactivity Disorder (ADHD), and Autism Spectrum Disorder (ASD) represent, in order, the three most common types of neurodivergence.

So, how can an organization foster neurodiversity at work?

The key concept surrounding neurodiversity is to improve inclusivity for all people. This requires recognition of each individual’s skills, abilities, and strengths, as well as support for their differences. Many organizations, supervisors, and teams may already be adjusting their routines and practices. Raising awareness and intentionally modifying etiquette can ensure employers and employees don’t miss out on the significant opportunities a neurodiverse workforce provides. Here are some examples of how to promote a neurodiverse work environment:

For Sound Sensitivity: provide quiet spaces or white noise areas, give advance notice of auditory disruptions such as loud noises or consistent sound (tapping, hammering) whenever possible, and allow noise-cancelling headphones to be worn in the workplace.

For Motion Sensitivity: conduct standing or walking meetings, allow fidget toys or other movement tools, provide stretch/yoga spaces for brief movement breaks, and invite alternative seating options (exercise balls, floor cushions, etc.).

For Touch Sensitivity: allow physical space differences (patting on back, no touching, handshakes or fist pumps only, 3-6 feet between people, etc.) and alternative surfaces and equipment (smooth or textured work surface, fabric/wood/metal/plastic seating, feel of writing utensil, etc.).

When an organization encourages a few basic “rules of the road”, it can dramatically increase employee engagement, innovation, creativity, and productivity. For example, DO place focus on communicating clearly and concisely – avoid implied messages or meaning. Be ready to break tasks down into small steps to ensure understanding and work with individuals to identify their preferred learning style; some may learn best with written instructions while others thrive through auditory direction. And, whenever possible, announce any changes to plans in advance to give people a chance to adjust to this change.

However, DON’T make assumptions. Before interpreting someone’s behavior, ask them about their preferences, needs, and goals. Inform people of workplace etiquette before accusing someone of rudeness or rule breaking, and provide the opportunity for individuals to ask clarifying questions that foster understanding.

Mentra has also put together a list of their ‘Top Ten Accommodations’ for neurodiverse employees that can be very helpful:

Noise Cancelling Headphones
Written, concise instructions
Uninterrupted work time
Interviewer experienced with neurodiversity
Flexible schedule
Email/Calendar organization
Extra time
Job coaching or mentoring
Allowance of fidgeting devices
Closed captioning and recorded meetings

Neurodivergent individuals may be overlooked in traditional recruiting practices and that is a definite loss in talent for organizations. Work environments that acknowledge and support neurodiversity can outperform their competitors through innovation, engagement, dedication, and output. But without the right tools, training (a recent study found that only 23% of HR professionals have had specific neurodiversity training in the last year), and workplace practices, many employers can find themselves struggling to gain access to this vast pool of talent. So, if you would like to discuss the best way to hire, onboard and include neurodivergent employees, get in touch with me at amanda@orgshakers.com

Global Prebiotics Week is an important reminder that what we eat and drink play a huge part in both our physical and mental wellbeing.

There is a wealth of information available to us today to inform how our bodies and minds work best, and what we can do to keep ourselves healthy. Admittedly some of the information is conflicting, and some downright wrong, but there is scientific consensus around many areas and yet we do not capitalise enough on this knowledge.

Feuerbach said, ‘we are what we eat’, and we now know this to be very true. So how does this knowledge apply to the world of work?

Well, although the health and wellbeing of employees has increasingly become a priority for employers, the Health and Safety Executive found that in the year 2021 to 2022 the UK was still losing over 17-million working days to work-related stress, depression and anxiety.

Although progressive organizations are implementing initiatives to address workplace factors which are harmful to employees’ mental health, few are focused how we might increase our resilience to these factors. And here there are some basic human needs we can, and should, pay attention to, including sleep, hydration, exercise, rest, and nutrition.

Ignoring these basic needs comes at a high cost to our health – today and in the future – which means that to optimize their wellbeing strategies, organizations should increasingly be promoting the importance of maintaining and improving physical and mental health.

While maintaining of the brain, hydrating of the body, and looking after the health of one’s gut may all sound like knowledge reserved for medical professionals, all these things can have noticeable effects on an employee’s productivity, engagement, and emotional state. And all are inextricably interlinked.

Mental and physical health can no longer be looked at in isolation from each other. For example, your gut health can play a very big role in the health and optimization of the brain – which has a direct effect on your mental health.

This is because all of us have a ‘gut-brain axis’. The two are connected both biochemically (the gut provides around 95% of the body’s serotonin, which controls feelings of happiness and wellbeing), and physically by the vagus nerve which connects more than 100 million nerve cells in the gut lining directly to the brain stem.

Because of this link, scientists have suggested that mental wellbeing is impacted by the health of the gut microbiome – a complex community of trillions of bacteria which and can vary enormously from person to person. And as the health of an individual’s gut biome is directly related to the food and drink we consume, a balanced diet can help maintain mental as well as physical wellbeing.

Just like the gut, the brain needs to be nourished and cared for. If this is done correctly, then this has been proven to help improve energy levels, sharpen focus, reduce brain fog, strengthen memory and keep one’s mood balanced.

One of simplest and most effective ways of supporting our brains each day is through drinking sufficient water. Studies have found that as little as 1-2% body water loss directly affects the brain and can lead to cognitive impairment. Not making time to drink some water when working can quickly start to reduce mental focus and create muddled thinking.

So, what can employers do? Making sure you have fresh water readily available at workplaces is one thing, but we are working in a hybrid world now, so we need to support our employees’ wellness wherever they work.

Whilst it may seem counterintuitive in our ‘always on’, ‘always busy’, ‘do more work with less people’ working lives, employers should be encouraging (or in some organisations they are trying mandating) employees to take adequate breaks to rehydrate, eat and take some rest.

This should be seen as the gold standard if we want a healthy, engaged, energized, and productive workforce. Better for employees, customers, the organization, and society.

If employers seek to understand how to properly support the mind and body health of their employees, then they will be rewarded by employees working at their optimum.

This might start with encouraging ‘nudges’ such as free water bottles, but fundamentally we need to address what we know about basic human needs when designing work.

With Gallup’s State of the Global Workforce report finding only 21% of workers are engaged with their work, or feel cared about by their employers, this would be a great time to consider all the benefits that a proactive approach to employee wellness has to offer.

If you would like to speak about this topic in more detail and discuss potential wellbeing strategies, please get in touch with us here!

Eating disorders can be a very taboo topic that have a lot of incorrect connotations, and because of this, many employers may not consider them to be a cause for concern in the workplace.

But the reality of eating disorders is that they affect around 1.25 million people in the UK, and almost 30 million in the US. Most assume they are something that are exclusive to teenage girls, but surprisingly they are known to affect adults more than younger people, with 25% of sufferers being men. Therefore, it is very likely that some employees may be suffering silently, and this can lead to a sudden increase in absences and a dip in productivity.

However, it can be hard to identify those who are at risk, as most people with an eating disorder are not visibly underweight. This is because we tend to associate ‘eating disorders’ with anorexia, but there are many other easily-concealed ones, such as bulimia, binge eating and ‘other specified feeding or eating disorder (OSFED)’.

So, what are the signs and what should employers be doing?

There are a range of symptoms that an employee may be exhibiting which can indicate that they are struggling with an eating disorder:

Feeling anxiety/stress around food – this can take the form of not wanting to eat with others, obsessively calorie counting/exercising, constantly eating, or avoiding having to see their own image (wanting to have their camera off during meetings).
Withdrawing from social situations – usually these situations revolve a lot around food and drink, so avoiding them allows a person to have more control over their diet.
Routine and stability at work – people with eating disorders tend to be perfectionists and may struggle to cope with sudden change as this could not be predicted and planned for.
Increased absence – those who suffer from any of these disorders are likely to have poorer health as they can have a compromising effect on the immune system.

If a member of staff or a manager begins to notice any of these signs, paired with a change in productivity and engagement, then the best approach would be for the suspected person’s line manager to set up a one-to-one meeting with them.

Ensure that the conversation is centred around their affected performance, and then ask them why this might be. If a manager goes in trying to diagnose someone with an eating disorder, this can either make the person feel like they are being accused of something, or there may be an entirely different reason for their sudden change in behavior. Let them lead the conversation and the issue will organically come to light.

If they do discover that the person is indeed struggling with an eating disorder, be sure to reassure them as an employer that you want to support them, not judge them. The manager can then signpost them to a GP or an external source of support, such as Beat (UK based) or National Eating Disorder Association (NEDA, US based).

If you would like to discuss how we can help boost productivity through the implementation of policies around mental wellbeing in your workplace, don’t hesitate to get in touch with us.

By Brittany Burton and Victoria Sprenger

Once upon a time, three young women found themselves struggling at work. Tired, isolated, and cold, the three were in need of support from their employers during these trying times:

“Burnout Beauty”

The first of our tales follows a young professional named Aurora. In wake of her company’s compensation review, their team had let some members go, and she now found herself working out-of-hours in order to ensure she was deemed a reliable employee.

But not too long passed before Aurora noticed she was starting to burnout. And she wasn’t alone – the effects of this ‘always-on’ culture have led to 43% of global workers also experiencing burnout.

She found herself feeling exhausted, fighting off the need for a workday nap, but didn’t want to admit to this in case it made her look incapable.

How can Aurora’s employer help her?

Firstly, they may consider the implementation of policies that will remove outside hours correspondence to help to set boundaries around constant contact. This attitude then needs to be embedded into the culture of her workplace, so that it becomes more than just a policy, but also a commonly held mindset.

As well as this, her line-manager should be setting up regular one-to-one’s which are solely dedicated to hearing what she has to say. Having this time to discuss her individual needs and concerns will help her employer to understand what support they can offer her, as well as highlighting that they value her wellbeing.

“Beauty and the Bricks”

Our next tale is about Belle, a fresh-out-of-university employee who has just started her first job, which is full-time remote working.

At first, she loves it. The freedom, the flexibility; she felt like her organization truly trusted her, and she didn’t disappoint them. But after a few months, she began to notice a sense of detachment – Belle was lonely.

81% of younger workers also expressed genuine concerns about loneliness over the prospect of working fully remotely. It was difficult to make connections, and sometimes, Belle even found herself talking to the clocks and the candles.

So, what can Belle’s employer do to support her?

When a company is fully remote, it is important that they plan regular in-person gatherings. These could be on a quarterly basis, and can be purpose-driven or simply for team building. Either way, having these events will help foster a sense of connection amongst employees, and can act as a better ice breaker than a Zoom call.

It is also important with remote work to try and recreate those ‘water-cooler’ moments as much as possible. With the only interaction being pre-set meetings with a pre-set agenda, it is difficult and awkward to find time to just simply chat, catch-up and leave room for natural ideas to form. Promote the idea of setting up meetings with no particular goal in mind to recreate that space for creative idea exchanges, as well as chances for people to get to know their colleagues that little bit better.

As well as this, employers should encourage their team to not be afraid to get creative with where they decide to work remotely from!

“No More Glass Slippers”

Lastly, we have Ella. With the inflation rates soaring to 11.1% and perpetuating the cost-of-living crisis, she finds herself struggling to stretch her paycheck far enough to pay bills, eat, and keep the heating on to stave off the winter. Not to mention the pets.

Ella hasn’t had much experience supporting herself financially, and so her spending habits have been sporadic at times. She even resorted to selling her favorite glass slippers on Poshmark for the extra cash.

How can Ella’s employer help her through these trying times?

In a time of economic uncertainty, many companies are also struggling to find the means of offering their staff more money. But there are a range of different things companies can do to help shave off costs for their employees here and there.

For example, employers could consider moving to more remote work to help people like Ella save money on commuting. If this isn’t possible, then offering a loan for a yearly travel pass that the employee pays back monthly can make travel a lot more affordable – and it also means that they are saving money with their energy bills by being out of their house.

Promoting the use of apps that help younger workers like Ella to track spending habits and expenses can also make a big difference – knowing how to use your money effectively is a skill that needs nurturing, and apps like Mint can be very effective at teaching this.

Right now, leaders are having to deal with new issues emerging from all corners of their company. And so, to ensure that employees like Aurora, Belle and Ella get their happily ever after’s, don’t hesitate to get in contact with us about any HR-related concerns you might be having, as we would love to share our magic.

Napping at work is not a new phenomenon. 42.7% of US employees have admitted that they regularly nap at work, and a separate study found that the average remote-working Briton was taking three lunchtime naps per week.

This aligns well with results from our own poll, which found that 66% of respondents were either already doing it or open to the idea of it.

It is no surprise that with the significant rise of remote working, employees have started to feel more comfortable taking a nap. Your bed is quite literally a room away. But instead of this midday snooze being a surreptitious endeavour, should employers actually be encouraging their staff to do so?

In many cultures, napping in the middle of the day is already embedded. Most notably in Japan, where this practice is known as ‘inemuri’. Employers see it as a positive thing when staff are napping during the workday, as it highlights that they have been working hard.

In Spain and Italy, a ‘siesta’ or ‘riposo’ is woven into their workdays, at which point office workers, shops and restaurants will close down for a couple of hours in the middle of the day. However, while the word siesta translates to nap, this is actually a very common misconception, as most workers don’t have enough time to commute back home to sleep and then return.

Unless, like Japan, they were given space to sleep comfortably from the office itself. The Japanese have chairs that actually fold out into makeshift beds. And if this sounds surreal, it may be a shock to discover that huge companies have already installed designated areas for staff to catnap. Google make use of their ‘Shhh Zones’, while Amazon are using nap pods.

This encouragement of napping can reap a lot of business benefits – there is evidence to show that napping is great for brain health, as it can improve your mood, engagement levels and productivity, all the while reducing anxiety and physical/mental tension.

One study has even found that 55% of nappers were in managerial roles, compared with 41% of non-nappers. On top of this, over half of nappers (53%) had received promotions in the last year, whereas only 35% of non-nappers had.

This is because naps actually fit neatly into our body’s natural circadian rhythm. Psychologist and author of Take a Nap! Change Your Life, Sara Mednick, explains that people get a dip in the middle of the day where body temperature decreases and cognitive processes are not as strong. Typically, people would have a coffee around this time, but biologically this is your body telling you to take a rest. This stems from the fact that, historically, humans were biphasic (we slept twice a day) but we have now become monophasic (we sleep once, at night).

To clarify, this does not mean that an employee should be worked so hard that they feel physically exhausted. But our bodies are built to benefit from napping, and so it may be time to start challenging the stigma surrounding sleep at work, and examining whether encouraging napping could be a part of your wellbeing strategies to ward off burnout and boost productivity.

Time and time again, the hours in the day can prove to be elusive. Many of us may find ourselves asking, where did the time go? when we look up from our desk and suddenly see that the sky has darkened.

What’s interesting about this is, a lot of employees are now much more aware of how and where they spend their time. After years of a pandemic and lockdown, the value of our time and its finiteness has become a reality for many, and the importance of finding a work-life balance has increased tenfold. A recent Glassdoor survey proves this, as it found that 87% of employees expect their employers to support them in balancing work and personal needs.

But the biggest obstacle in the way of achieving this balance is the fact that there seems to be a complete lack of language around how to approach the topic of time. It’s a tentative subject, and for some reason it feels almost wrong to ask for certain considerations to be made for one’s personal life.

But why is that? There’s an undeniable awkwardness that permeates the subject, potentially even a feeling of guilt around asking for a better balance.

What’s interesting, however, is the fact that while employees may struggle to find the best words to start the conversation, the emergence of quiet quitting is an example of staff skipping the conversation altogether and taking immediate action. It’s no surprise that quiet quitting is a trend that has been noted far more amongst younger workers; they have entered the world of work as it’s going through monumental structural changes, and so from their perspective, setting boundaries around their work and their personal life is a normal expectation. Whereas for the rest of us who have been working for over a decade, all we have really known is this ‘always-on’ mindset being a requirement of a dependable team player. And a dependable team player regularly and willingly sacrifices personal needs.

Employers could therefore greatly benefit from taking responsibility for kickstarting this conversation with their teams. Learning to talk about time and to have an appreciation for their staff’s commitment to their business will demonstrate how much they value them.

And from a business perspective, starting this discussion around boundaries will help to mitigate the risk of burnout and exhaustion. According to a YouGov survey, 73% of Britons aged between 18-49 said that their tiredness had a great impact on their work. This is coupled with research from the Society for Human Resources Management which found that almost half (48%) of American employees reported being mentally and physically exhausted at the end of their workday.

Creating the space where team members feel safe talking about their personal needs can be key to the prevention of this exhaustion. This ensures that team members are remaining fully engaged and energized both physically and mentally, as well as being a deposit into the “sense of belonging” employee bank account.

To discuss how you can begin to approach this conversation with your team, don’t hesitate to reach out to me at marty@orgshakers.com