Work-from-home, social connection, telehealth, social justice, mental health… and, of course, the COVID-19 disease itself have been the hot topics of 2020 in the employee wellbeing world.
Meanwhile, the US wellness industry — the business of employee wellbeing — grinds on, with a slew of trends and transactions that foretell its future. Here, I’ve summarized the commercial patterns and milestones that signal which doors are closing and which may open. Continue reading »
Well-meaning employee mental health advocates, including wellness leaders, may — in our zeal to address mental health — inadvertently reinforce or perpetuate mental health stigma. Here’s how:
1) Viewing stigma too narrowly, especially seeing it only as failure to seek treatment. Mental health stigma includes public stigma, characterized by lack of information (and stereotyping), prejudice, and discrimination, and self stigma, which includes internalization of social stigma stereotypes, reduced self-esteem, and reduced self-efficacy. Reluctance to seek treatment (or not being aware of treatment opportunities) is a critical consequence of stigma. But people who receive treatment, and people who don’t need treatment, experience stigma, too.
2) Not understanding how to address stigma. Anti-stigma campaigns are based on protest (e.g. speaking up against stereotyping); education (like the communication tactics employers commonly implement); and contact (interacting with people who have “lived experience” with mental health problems). Continue reading »
New study findings from the University of Illinois confirm that an employee wellness program doesn’t improve health or healthcare costs.
Here’s what will happen next:
- Wellness critics will argue that wellness programs must cease at once.
- Wellness profiteers will, once again, falsely claim that the studied program was atypical and that the researchers failed to report on measures such as mental health, energy levels, quality of life, or job satisfaction.
Here’s what should happen next:
- We should be prepared to accept, based on a growing body of evidence, that typical wellness programs don’t deliver on their promise.
- We should collaborate with employees to figure out how we can effectively support their wellbeing.
Research should be leveraged to improve employee wellbeing strategies. Circling the wagons around the status quo or interpreting studies simply as a yay/nay on employee wellbeing are both unproductive.
See the abstract/article:
I don’t know what’s going to happen to the economy or what course the coronavirus pandemic will take. But I’ve had time to reflect on what a new world order may mean for employee wellness and the future of work.
Here are 10 hopes, fears, and questions (not predictions):
1) We’ll re-frame “meaningful work” — I recently heard, in an interview, a worker who delivers tortillas to grocery stores poignantly articulate what will prevail as a fresh take on meaning and work: Continue reading »
Podcast interviewers and conference organizers often ask me to talk about my mistakes and failures. Thank you very much.
It’s okay; I get it. Others can learn from our mistakes and also take solace in the fact that we all make them. Listening to some presenter prattle on about how perfect their programs are — especially when they’re from companies with nearly unlimited resources — can be discouraging rather than inspiring. (Besides, if our professional social media is pervaded exclusively by self-promotion and ungrounded thought leadership, it’s hard to grow in a way that’s relevant to the real-life work environment.)
For some reason, two of my professional flops fell in the realms of mental health and emotional well-being. Continue reading »
There’s no need to be either frustrated or complacent with low engagement in whatever you offer employees. Download the free ebook, Now We’re Talking!, written by Jozito’s Bob Merberg and published by HES, to learn how it’s done.
It’s not just for walking clubs and smoking cessation programs. For example: Everyone’s talking about mental health, and lots of employers name EAP as their main mental health at work intervention. But EAP utilization is typically 4% or less (sadly, 7% is often considered good). When I oversaw EAP for an employer, utilization averaged between 14% and 18%… because, once we had excellent program pieces in place (integrating it with wellness, absence management, and other functions; implementing proactive EAP outreach to at-risk employees rather than just passively waiting to be contacted by those in crisis), we communicated about it: All the time. Everywhere.
Download the ebook and get started achieving the participation, engagement, and results you’ve always wanted.
This is the 5th in my Top 10 Wellness Stories of 2018.
Not long ago, I attended a panel discussion in which an audience member asked the panelists what their organizations were doing to address mental health. No one had anything to say other than, “We offer an EAP.” A wave of ick swept over the room as the tragedy of this truth dawned upon us — the panelists and the audience.
Now, we hear increasingly about workplace mental health. I’ve shared many workplace mental health and psychological wellbeing resources here on the Jozito website.
These readily make clear that countries like Canada, European Union members, and Australia are far ahead of the US in their action planning, and I’ve previously written about Japan’s aggressive approach.
Will the US learn from other countries and develop an evidence-based agenda to address mental health in the workplace (and beyond)?
I’m optimistic and predict that evidence-based solutions prevail.
Does your Employee Assistance Program proactively address workplace mental health? Are they reaching out and screening employees — like those out on disability, or who have recently given birth, or are dealing with grief, or who have a chronic disease — who are at risk for mental health problems?
Continue reading »
Especially useful for tips on how managers can identify and respond to signs that an employee is struggling and how to reduce stigma around mental health problems, The People Managers’ Guide to Mental Health is a production of CIPD (UK’s organization of human resources professionals) and the UK charity, Mind.
Continue reading »
Five large-employer case studies that focus on:
- Development of policies and practices that promote mental health in the workplace
- Monitoring and effectiveness of these policies and practices
Continue reading »