Why health doesn’t always work

The Returns On Wellbeing Institute (ROWI) in Cape Cod, Mass. recently looked at the best ways businesses can use to improve their health and while they came up with good ideas, they also found that organizations have a lot of work to do in other areas. to solve all kinds of problems.

“People talk a lot about building a good culture in their workplace and starting programs like this, but if you’re only looking at other things, like physical health, you’re not helping them in all areas of their lives. It affects their work,” said Sophie Bryant, marketing manager of digital at CloudAdvisors, Vancouver’s profitable marketplace.

By throwing money at the problems that occur in the workplace affected by the pandemic, many companies are not getting the best results, according to the ROWI report.

“We were shocked to learn that American companies – and I’m sure Canadians as well – spend over a billion dollars a year on low-income programs. [in the way of] return and workers are not healthy; “They’re getting less and less work, and there seems to be something very wrong with that thinking,” said Jim Purcell, co-founder.

Great insight

Eighty-five percent (85%) of workers think employers should focus on workplace mental health programs, according to an international survey.

“Employees are more aware of health issues than they were before the pandemic. This means that it is something that should be reconsidered by all managers and CEOs,” said Anthony Ariganello, CEO of CPHR Canada.

The results come at a time when the mental health of workers remains poor, according to research that has continued to decline since the outbreak was announced in early 2020.

Canada’s Mental Health Index for June 2022 is 64.1 points out of 100, down from May’s 64.9 points, according to a LifeWork survey of 3,000 Canadian respondents, conducted June 3 to 13, 2022..

“While many organizations have indicated that recent months have returned to positive trends, it is clear that we are not out of the woods yet,” said Stephen Liptrap, President and CEO of LifeWorks.

“We haven’t seen an increase in mental health like this since January, which shows that discussions about worker health and support need to continue, not decrease.”

Employers who care

It revealed that for almost three-quarters (74%) of respondents, stress at work remains a major concern and it is important for organizations to continue to show employees that they care about their lives.

Employees who felt that their mental health was supported by their employers during the pandemic had better mental health 7 points higher than the national average and almost 15 points higher than those who did not feel that their mental health was supported.

Although this has been the case for employees, what about those who really care about them, the senior leaders? What are the best ways to give a modicum of good life back to them?

A new “playbook for action” recently published by Deloitte Canada and LifeWorks identified four key areas for organizations to address: focus on peer relationships, reduce stigma, provide better internal support and rethink work..

These steps begin with difficult conversations at times when you work, especially with those who know what it’s like to lead in difficult times.

“What if your friends get together to discuss… ‘Things you’re doing, I’m doing, he’s doing, he’s doing’ and looking for opportunities to collaborate: Can we bring projects together? We all want to have our own things; we have a big role and maybe by combining other things, we can be better for the client because we can remove unnecessary work from the machine and free people,” said Zabeen Hirji, senior consultant for the future of work at Deloitte in Toronto. .

Although it is important to support senior leaders, so that they can be successful and help others, without neglecting direct reports, said Hirji because they are often able to provide feedback as well.

“Let’s get employees involved: they have a lot of ideas about how to make things better, and I’m still amazed at the number of organizations that don’t do that even if they know they’re going to break the rules.”