Employee mental health matters now more than ever. The risk of ignoring employee disengagement and mental well-being is far too great for organisations. Many business leaders may choose to ignore negative emotions and feedback in their workplaces whether due to social stigma, culture or unwilling resolve. As a result, maintaining this attitude can be counterproductive and detrimental to staff and the future of the organisation.
Employee anxiety levels are at an all-time high with many feeling distracted as a result of changes brought about by the pandemic, weighed down with financial concerns and struggling to find a balance between working from home and other responsibilities according to research conducted by Willis Tower Watson. However, less than half of employers have effectively applied benefits to match the current needs of the crisis.
No change anytime soon
In Hong Kong, business leaders can expect that employee sentiments will not change anytime soon given the amplified restrictions bought about by the fifth wave. Research conducted by Mind HK highlights that 1 in 4 Hong Kong workers suffer from depression or anxiety—2.5 times the global average and almost three-quarters of the city’s workers are unaware of any mental health support programmes provided by their employers. As a result, employees, even those who are highly engaged are seeking greener pastures. This too is being echoed around the world with talent willing to seek new opportunities if they feel their needs are not being met.
The cost of having to replace talent could strike a serious financial blow to many companies that are hanging on by a thread. The Society for Human Resource Management reported that on average it costs a company 6 to 9 months of an employee’s salary to replace them. For example, replacing an employee making US$ 60,000 (HK$ 468,000) per year would amount to an additional US$ 30 – 45,000 (HK$ 234,000 – 351,000) in recruiting and training costs. This financial factor combined with a tight labour market and a new generation of employees willing to walk if their needs are not met could be the end game for many businesses.
Not all is lost
Though, the outlook is not all bad. The pandemic has shifted corporate stakeholder viewpoints to the extent that many organisations now prioritise employee health and well-being and will continue to do so for the foreseeable future. According to research conducted by Randstad, 89% of employers in Hong Kong had instated flexible or remote working arrangements to protect employees’ health. Whilst over in Singapore, Oracle’s research found that 77% of employers were more concerned about employees’ mental health than two years ago.
With so many stories of companies supporting their employees during difficult times, one could expect to see employee commitment levels surging upwards. Yet, it is not the case. There remain significant gaps between what employees want and what employers offer and the struggle for HR is very much real. Finding holistic ways to balance employer and employee expectations is challenging but what is needed is for HR professionals to figure out the best way of showing that employers do care. The best way in which HR can do that is to turn their organisation’s values and culture into real actions.
It is also crucial that business leaders understand the needs of their employees to the extent that simply elevating financial compensation is not sufficient to address the issues workers are facing. Employees now prioritise work-life balance, flexibility and mental health and leaders should turn to these areas first in order to retain staff and improve employee sentiments.
So, what should HR be on the lookout for? HR professionals and business leaders alike may turn to the lists below to help spot signs of employee disengagement as well as best practice tips to consider to improve well-being and engagement.
Signs of employee disnegagement:
- Only the minimum – Is the employee doing just enough to get paid? Are they just scraping by and not showing any initiative or rising to the challenge? Employee productivity can be a key measure that indicates an employee’s commitment to their role and organisation.
- On mute – With remote working, it could be harder to spot disengaged or frustrated employees. One thing to be on the lookout for is employees who refuse to turn their cameras or microphones on during virtual meetings. This may signal an unwillingness to contribute to team projects and could be an early indicator that their sentiments are heading southward.
- Emotional rollercoasters – Be aware of employees who exhibit emotional extremes. One minute they’re full of positivity, the next they are angry to be cc’d on an email. Though experiencing different emotions is completely normal, employees who show easy provocation to changing moods and overall negative attitudes can be a sign that their frustrations are rising.
- No yearning for learning – When an employee shows little interest in their self-development or learning new skills, that is, they have no desire to grow, then it is safe to assume that they will not be willing to grow with the business. Online learning tools can track individual development path progress which can make for easier identification.
How HR can re-energise employees:
- Recognition goes a long way – Disengagement often stems from heavy workloads with little return. Acknowledging employee efforts and appreciating the work they do will help to keep engagement levels high. When employees feel rewarded, they will be more motivated to go that extra mile.
- Ask the right questions - Conducting staff pulses are all well and good, though if the questions do not get to the heart of what is causing employees to feel frustrated then it will be impossible to find ways to tackle issues head-on. HR should aim to conduct regular anonymous feedback sessions and check back in to see if the proposed solutions have worked.
- Create goals together – Employees may feel disengaged if they have no structure or goals to achieve. Refocusing their attention with simple tools such as deadlines and deliverables will help to regain their buy-in and commitment to organisational projects.
- Create an open communication culture – Instead of making changes from the top-down, create a culture that enables employees to have their voices heard. Brainstorming sessions or opportunities in which employees can share their ideas and feedback can help make a difference in their engagement levels. An important thing to note is that if their ideas are not used, it is best to give clear reasons why.
- Bring awareness to programmes - Communicate clearly what resources your organisation has access to and the measures that are in place to provide mental health support to employees whether it is Employee Assistance Programmes, additional financial result or flexible leave policies. Informing employees will help them to feel supported and that the organisation is committed to ensuring their health and well-being.
Paul Arkwright
Publisher
