{"id":7267,"date":"2020-07-29T08:14:00","date_gmt":"2020-07-29T12:14:00","guid":{"rendered":"https:\/\/www.healthadvocate.com\/site\/?p=7267"},"modified":"2020-07-30T08:26:11","modified_gmt":"2020-07-30T12:26:11","slug":"lean-on-four-time-honored-hr-tools-for-well-being","status":"publish","type":"post","link":"https:\/\/www.healthadvocate.com\/site\/article\/lean-on-four-time-honored-hr-tools-for-well-being","title":{"rendered":"Lean on Four Time-Honored HR Tools for Well-Being"},"content":{"rendered":"\n<p><strong>By Jim Fickess | <em>WorldatWork<\/em><br>July 29, 2020<\/strong><\/p>\n\n\n\n<p><em>(This is the second in a two-part series about combating COVID-19 employee burnout. Last week, we examined the importance of \u201cextreme self-care.\u201d)<\/em><\/p>\n\n\n\n<p>This article won\u2019t insult your intelligence by saying we are living in unprecedented times. We\u2019ve all heard that ad nauseum. Instead, it will encourage you to use your brains, along with business experience and savvy, to help bolster your employees\u2019 and organization\u2019s well-being.<\/p>\n\n\n\n<p>To accomplish that ambitious goal, you\u2019ll need to crank up your use of four time-honored HR and management tools \u2014 communication, leadership, training and reliance on front-line managers \u2014 agreed a group of experts recently interviewed by Workspan Daily.<\/p>\n\n\n\n<p>And there\u2019s apparently no time to dally. A national <a href=\"https:\/\/www.gallup.com\/workplace\/313358\/covid-continues-employees-feeling-less-prepared.aspx?utm_source=workplace-newsletter&amp;utm_medium=email&amp;utm_campaign=WorkplaceNewsletter_Jul_07072020B&amp;utm_content=tackleconcerns-cta-1&amp;elqTrackId=a52a372a389e48399ff375b5416b8a80&amp;elq=8244f626b99e43a5b12f5f894f968a75&amp;elqaid=4411&amp;elqat=1&amp;elqCampaignId=946\">Gallup poll<\/a> shows organizations are facing a substantial drop in favorability ratings from employees and managers as the pandemic drags on, making working from home business as usual for the foreseeable future. That mid-June poll showed that United States employees and managers are about 20% less likely than they were in May to strongly agree that:<\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>They feel well prepared to do their job.<\/li><li>Their employer has communicated a clear plan of action regarding COVID-19.<\/li><li>Their immediate supervisor keeps them informed about their organization.<\/li><li>Their organization cares about their overall well-being.<\/li><\/ul>\n\n\n\n<p>Two PricewaterhouseCoopers (PwC) studies show the rarified air of corporations\u2019 upper echelon is out of touch with reality. <a href=\"https:\/\/www.pwc.com\/us\/en\/services\/governance-insights-center\/library\/covid-19-findings-corporate-directors-survey.html\">Board directors<\/a> were almost unanimous in saying their companies had done a good or excellent job managing the transition to remote work (98%) and handling employee relations (97%). A separate PwC survey of <a href=\"https:\/\/www.pwc.com\/us\/en\/library\/covid-19\/employees-anxious-about-returning-to-workplace.html\">workers<\/a> found only 37% said their organization had been very effective in collaboration during COVID-19 while only 29% gave their employer high marks for creativity and coaching.<\/p>\n\n\n\n<p>This is what the experts we talked with have to say about kicking those four HR management tools into high gear to help your employees improve your organization\u2019s operations:<\/p>\n\n\n\n<p><strong>Communication<\/strong><\/p>\n\n\n\n<p>Create and maintain a culture of openness and transparency. \u201cOver-communicate,\u201d said Bernie Dyme, president and CEO of Perspectives Ltd., a national employee-assistance services provider. \u201cBe as honest and transparent as you can be. Don\u2019t give any false hopes but don\u2019t be overly pessimistic. Give them updates \u2013 \u2018Here\u2019s what we know, here\u2019s what we don\u2019t know.\u2019 \u201d<\/p>\n\n\n\n<p>Tom Gimble, founder and CEO of LaSalle Network, a national staffing business, practices such communication, which he calls \u201chappy realism.\u201d In a recent WorldatWork&nbsp; Expert Insights webinar, he emphasized that to maximize effectiveness, communications should be visual, using tools such as Zoom, as well as verbal. \u201cI tell our people to keep their video on. It is our time to answer the bell. We have a saying \u2013 IAATY \u2013 I am accountable to you. I don\u2019t want someone on audio when he is out walking the dog.\u201d<\/p>\n\n\n\n<p>Ernst &amp; Young LLP (EY) made it easy for its people by creating an internal website with all COVID-19-related resources, said Mike Weiner, EY Assist Leader. \u201cWe\u2019ve had astronomical use.\u201d<\/p>\n\n\n\n<p>One message leaders should communicate is letting employees know their emotions are typical and where they can go for help, said Cindy Persico, vice president of the Employee Assistance Program (EAP) division of Health Advocate.<\/p>\n\n\n\n<p>Besides the regular Zoom-style meetings, randomly check in on employees, several of the experts suggested.<\/p>\n\n\n\n<p>Another way to let employees know you are thinking of them is to send out small tokens of appreciation from the company and manager, said Deirdre MacBeth, a WorldatWork content manager.<\/p>\n\n\n\n<p>\u201cUse any avenue (of communications) to provide employee involvement and engagement,\u201d MacBeth said. \u201cLet them know they are doing a good job. Make them feel connected to the organization.\u201d<\/p>\n\n\n\n<p><strong>Leadership<\/strong><\/p>\n\n\n\n<p>Hopefully, one fatality of the pandemic is the last vestiges of the \u201cThere\u2019s no crying in baseball\u201d management style.<\/p>\n\n\n\n<p>All the experts we talked with emphasized the need to empathize with employees.<\/p>\n\n\n\n<p>\u201cYou need to have empathy with the employees and the situations they are in,\u201d Gimbel said. \u201cIt\u2019s never been more important.\u201d<\/p>\n\n\n\n<p>\u201cPractice empathy,\u201d Dyme said. \u201cAccept their personal views, which are based on their experiences. Listen to people \u2013 what they have to say. Don\u2019t judge.\u201d<\/p>\n\n\n\n<p>Leaders need to be \u201cvery open and transparent about issues people are facing,\u201d said Jill Havely, Managing Director and Midwest Region Leader \u2013 Employee Experience, Willis Towers Watson. \u201cPeople are dealing with grief, stress. Be proactive in addressing issues. Encourage dialogue. Leaders should communicate in authentic personal ways \u2013 share their struggles.<\/p>\n\n\n\n<p>\u201cBuild a sense of trust in leadership.\u201d<\/p>\n\n\n\n<p>You may need to take a different tact when it comes to day-to-day operations, Gimbel said. \u201cYou may have to micromanage. No one has been through this before. In a crisis, you don\u2019t always have a chance to teach. Tell them \u2018Do it and I will explain it later.\u2019 If you are afraid to micromanage because you would offend someone, you are wrong.\u201d<\/p>\n\n\n\n<p>Gimbel also recommends leaders institute self-reporting metrics, saying people have more accountability and sense of ownership when they track their own metrics.<\/p>\n\n\n\n<p><strong>Training<\/strong><\/p>\n\n\n\n<p>Upgrading workers\u2019 skills faces new challenges both in content (who envisioned an overnight need for training in remote working skills?) and delivery systems (Zoom has become a household word and verb in the past few months).<\/p>\n\n\n\n<p>EY\u2019s dedicated website has links to training webcasts that are continuously updated in such areas as developing resources on how to work effectively from home, Weiner said.<\/p>\n\n\n\n<p>\u201cWe are promoting overall well-being, such as emotional and physical health, as well as providing information for various populations like caregivers,\u201d he said. \u201cWe are consistently adding to the resources we offer our people to help them navigate life both in and outside of work.\u201d<\/p>\n\n\n\n<p>EY has also been promoting its \u201cWe Care\u201d campaign, which was instituted in 2016. \u201cOur We Care campaign helps people recognize the signs when someone may be struggling with a significant personal matter,\u201d Weiner said. \u201cIt\u2019s been updated to help our people recognize those signs as we work virtually.\u201d<\/p>\n\n\n\n<p>Expect an increase in EAP usage as the pandemic continues, predicted D\u2019Ann Whitehead, partner in Mercer\u2019s Health business. \u201cIn the early days, EAP utilization did not go up in the U.S. That makes sense, because people were more worried about basics, such as whether their internet could handle Zoom meetings.<\/p>\n\n\n\n<p>\u201cBut usage is starting to climb. We\u2019ve seen a 20-30% increase in China (which dealt with the pandemic earlier than the United States),\u201d she said. \u201cWe will probably see increases like that.\u201d<\/p>\n\n\n\n<p>With that increase in demand, \u201cmake sure the EAP resources you promote are actually available, said Whitehead, citing the shortage of mental-health providers.<\/p>\n\n\n\n<p>Resilience is one common training topic recommended by the experts. \u201cYou need resilience coaching,\u201d Persico said. \u201cHelp employees identify what they have control over and what they don\u2019t.\u201d<\/p>\n\n\n\n<p>She also recommends mini training sessions of 15-20 minutes, when appropriate, instead of the Zoom standard of one hour.<\/p>\n\n\n\n<p>MacBeth suggests that the pandemic may be a good time to encourage employees to further their career skills. \u201cIf there are learning opportunities to help employees improve their skill sets, make them available,\u201d she said. \u201cGive them the opportunity to learn something new.\u201d<\/p>\n\n\n\n<p>Training will also likely cover such complex societal issues as the effects of COVID-19 on daily life and social-justice issues, Dyme said.<\/p>\n\n\n\n<p>\u201cAs a leader, you need to focus on coaching, training, support tools and resources for managers,\u201d Havely said.<\/p>\n\n\n\n<p><strong>Reliance on Front-Line Managers<\/strong><\/p>\n\n\n\n<p>Havely touched on a main target of training \u2013 front-line managers, who are key to the success of any HR-related initiative.<\/p>\n\n\n\n<p>Willis Towers Watson research \u201cconsistently shows that managers are even more important now than they ever were before,\u201d Havely said. \u201cManagers were not equipped to handle this \u2013 nor should they be expected to. Training for managers needs to provide tools and resources, such as training to be able to support employee well-being and to be able to identify risk factors for emotional distress, substance abuse, depression and more.\u201d<\/p>\n\n\n\n<p>Mercer got confirmation of the importance placed on managers during a recent mental-health webinar it hosted for employers. \u201cWe had four sessions and polled participants regarding their top concern,\u201d Whitehead said. \u201cAnd, every single time they said the training and support of managers and supervisors was their No. 1 concern.\u201d<\/p>\n\n\n\n<p>According to <a href=\"https:\/\/www.gallup.com\/workplace\/287270\/ways-help-managers-handle-heavy-workloads.aspx\">Gallup studies<\/a>, managers can account for up to 70% variance in employee engagement.<\/p>\n\n\n\n<p><a href=\"https:\/\/www.gallup.com\/workplace\/263510\/manage-remote-employees.aspx\">Gallup says<\/a> leaders should get better at having one-on-one conversations with managers as well as providing tools and resources, especially on how to manage remote workforces. Leaders also should regularly clarify the organization\u2019s mission and direction to help managers establish priorities.<\/p>\n\n\n\n<p>Don\u2019t focus just on management issues in that training, Whitehead said. \u201cWe need to remember that they\u2019re people too. They are dealing with all of this too. Pay attention to what their personal needs are and they will do a better job of managing.\u201d<\/p>\n\n\n\n<p><strong>Building on the Past<\/strong><\/p>\n\n\n\n<p>Just like reliance on established HR and management tools, an organization\u2019s pre-pandemic culture will help determine its success, Dyme said. \u201cIf going into this you had a positive, transparent culture, you will be more likely to keep your employees engaged and hold on to your workforce,\u201d he said. \u201cIf your culture wasn\u2019t so good, use this time as a way to start building anew. Be patient. It may take a while.\u201d<\/p>\n\n\n\n<p>Original article available at: <a href=\"https:\/\/worldatwork.org\/workspan\/articles\/lean-on-four-time-honored-hr-tools-for-well-being\">https:\/\/worldatwork.org\/workspan\/articles\/lean-on-four-time-honored-hr-tools-for-well-being<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"<p>This is what the experts we talked with have to say about kicking those four HR management tools into high gear to help your employees improve your organization\u2019s operations.<\/p>\n","protected":false},"author":11,"featured_media":3610,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[5],"tags":[135,206,208,51,46,202,129],"class_list":["post-7267","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-article","tag-cindy-persico","tag-coronavirus","tag-covid-19","tag-employee-assistance","tag-health-advocate","tag-mental-health","tag-well-being"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v26.9 (Yoast SEO v26.9) - https:\/\/yoast.com\/product\/yoast-seo-premium-wordpress\/ -->\r\n<title>Lean on Four Time-Honored HR Tools for Well-Being | Health Advocate<\/title>\r\n<meta name=\"robots\" content=\"index, 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