No, I’m not talking about the profit margin, sales, or ROI. I’m talking about how your company supports employees when they are under the weather, down and out, or fighting an uphill battle. What’s the plan when a manager realizes that one of the employees in their department is no longer cutting it? It’s when the going gets rough, that the true heart of a company starts beating.
It’s when the going gets rough, that the true heart of a company starts beating.
This post was inspired by two encounters I had lately. During the first one, a friend mentioned a doctor’s appointment to discuss her state. She’s overwhelmed with a number of issues both in and out of work. She’s feeling fragile and close to a breakdown. I wondered if her manager had met her to discuss how she was feeling, what was going on, which tasks could be taken away to lighten the load. There was no mention of that.
Less than four days later, another friend told me about her progressive return to work, one day the first week, two days the second week, etc. Her supervisor met her the first day of the second week and asked point blank what her game plan was. Game plan? What game plan? For now, maybe one day at a time?
Game plan? What game plan? For now, maybe one day at a time?
According to a 54-page document published by the Canada Conference Board in 2016, entitled Healthy Brains at Work. Employer-Sponsored Mental Health Benefits and Programs, out of the 239 employers surveyed, only 39% (much less than half) had a mental health strategy in place. Yet the costs are exorbitant; the Ontario Chamber of Commerce states on their website that businesses dish out approximately $1500/employee per year to cover the cost of mental health issues.
Businesses dish out approximately $1500/employee per year to cover the cost of mental health issues. – Ontario Chamber of Commerce
Of course, the goal of a business isn’t to play psychologist, therapist or social worker, however, human capital is touted as being the most important capital the company has to work with. Without humans, no company can turn a profit.
In the equation for productivity and growth, where is the emotional variable? The human factor plays a huge role. It doesn’t take an MBA to know that employee retention is a function of engagement, and that engagement is in proportion to the meaning, belonging and support an employee draws from their work. Without empathy in action: care, counsel and compassion, the human factor can become a deterrent to the company’s success.
Without empathy in action: care, counsel and compassion, the human factor can become a deterrent to the company’s success.
It seems surprising that in this age of Bell Talks and so many other mental health campaigns, companies appear to still be in the dark as to how to handle this kind of challenge. A mental health strategy meets two goals: prevention and remediation.
Here are just five simple suggestions to maintain the company’s heart:
- Hold workshops and training sessions on mindfulness, meditation/exercise and mental health;
- Publish tips and ideas for well-being regularly on the company intranet or in the corporate newsletter;
- Maintain communication with employees who are on sick leave to maintain the relationship and facilitate reintegration;
- Actively work to dispel the stigma relating to mental health issues, like depression, anxiety and burnout;
- Allocate corporate budget to provide HR with adequate resources to handle mental health issues in the company.
What does your company do to keep its heart in great shape? Share it in the comments below.
Take care, and keep learning!
PS For more resources, see the links below:
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