Public holiday absences: managing employee sick leave to ensure workplace efficiency

March 21, 2024

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As Easter approaches, workplaces often find themselves grappling with the challenge of employee absenteeism. While time off is essential for rejuvenation and work-life balance, there is a growing concern about employees taking unnecessary sick leave to extend their holiday public holiday or significant sporting events. This trend not only affects productivity but also poses a significant risk to the overall well-being of the workplace.

A look at the numbers

According to Direct Health Solutions’ (DHS) 2023 absence management and well-being survey, there has been a noticeable increase in employee absenteeism. Overall, employee absenteeism increased by just over 2.6 days (23%) from 2019, with the most common amount of sick leave taken in 2022 being 14 days. 58% of companies surveyed believed their absenteeism increased during 2022. These increases led to disruptions in workflow and can negatively impact the morale of those who diligently fulfill their responsibilities.

Furthermore, the statistics from the survey indicate organisations that believe absence is underreported rose from 36% in 2019 (pre-COVID) to 55% in 2023 (post-COVID). This poses a clear risk to workplace efficiency and underscores the need for proactive strategies to address and mitigate the impact of unnecessary sick leave.

Next steps for employers 

Workplaces must recognise the multifaceted nature of this challenge, understanding that employees may feel compelled to take sick leave for various reasons during the holiday seasons. These reasons may range from burnout and stress to the desire for an extended break. Addressing these factors requires a holistic approach. In addition, some workplaces believe the stress of the pandemic fundamentally changed how employees feel about absences and led to a more prominent entitlement mentality.

DHS’ absence management and well-being survey study also reveals that absenteeism not only affects individual productivity, but also costs businesses billions of dollars. If left unchecked and unmanaged, it can have adverse impacts across a business, as well as signal wider problems in workplace health, safety and culture.

One effective way to tackle the issue of rising ingenuine employee absenteeism is by implementing a comprehensive well-being program that promotes a healthy work-life balance throughout the year. By fostering a supportive and inclusive work environment, companies can reduce the likelihood of employees resorting to unnecessary sick leave as a means of coping with stress or exhaustion.

It is important for organisations to provide tailored tools and implement practices to help workplaces navigate these challenges efficiently. One such tool is a proactive well-being platform that enables organisations to monitor and address potential issues before they escalate into extended sick leave. Such a platform leverages data analytics and employee feedback to identify patterns and trends, allowing companies to intervene and provide support when employees need it most.

Guidance from DHS 

DHS’ absence management solutions empower workplaces to implement fair and transparent policies around sick leave. By clearly communicating expectations and consequences, companies can discourage the misuse of sick leave while fostering a culture of accountability.

DHS’ absence management and well-being survey also emphasises the importance of communication in managing employee absenteeism. Clear communication channels between employers and employees help create an environment where individuals feel comfortable discussing their well-being and seeking support when needed. DHS’ communication tools facilitate open and honest dialogue, contributing to a workplace culture that prioritises the mental and physical health of its employees.

Furthermore, DHS offers targeted training programs for managers to equip them with the skills and knowledge needed to identify signs of burnout or stress in their teams. By providing managers with the tools to address well-being concerns proactively, companies can create a more resilient workforce that is less likely to resort to unnecessary sick leave.

As the Easter break approaches, workplaces must be proactive in addressing the risk of employees taking unnecessary sick leave to extend their time off. The statistics from DHS’ recent absence management and well-being survey underscore the urgency of implementing effective absence management strategies. By leveraging DHS’ tools and practices, workplaces can foster a culture of well-being, reduce unplanned absences, and ensure a more efficient and productive workforce. It’s time for workplaces to focus on employee well-being and take proactive steps to navigate holiday seasons without compromising workplace efficiency.

Learn more > For information or assistance with absence management, contact Christina Wunder [email protected]

Christina Wunder – Head of Direct Health Solutions (DHS), Australia

Targeting programs on another level: paths to improving workforce well-being and productivity

January 22, 2024

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Unplanned employee absences — whether due to on-the-job injuries, physical or mental health conditions, family care needs or personal circumstances — are on the rise. Hyper-targeted programs are emerging as an effective way to help employers improve employee outcomes and productivity, control costs, and promote well-being.

Rising absenteeism and its costs

In the post-pandemic world, employees are absent from work much more often than in the past. According to the U.S. Bureau of Labor Statistics, about 7.8 million workers missed work in January 2022 because they had an illness or injury, needed medical attention or had to attend an appointment. This number has more than doubled since January 2021 where 3.7 million workers had similar absences. 

Nearly 4.2 million workers, or 3.3% of the American workforce, worked part-time in January 2022 for the same reasons — the second highest-ever percentage since data collection began in 1976.

The rise is likely due to a mixture of societal factors, such as the normalization of working from home during the COVID-19 pandemic, decentralized employees working remotely or on hybrid schedules, increasing instances of debilitating stress and mental health issues, and inadequate support for employee health and wellness. On-the-job injuries, another driver of absenteeism, are also on the rise. Sedgwick’s U.S. book of business for 2022 reflected an overall increase of 6.4% in workers’ compensation claims compared to 2021.

The costs associated with absenteeism are steep. In 2020, the Integrated Benefits Institute (IBI) found that employee absences cost U.S. employers around $575 billion, or $3,900 per employee. The study also found that, for every dollar U.S. employers spent on healthcare benefits, an additional 61 cents was spent on illness-related absence, disability and reduced work output.

To counter this trend, organizations are embracing targeted workforce programs that enhance the employee experience, ensure employees feel supported and cared for, and promote talent attraction, retention and development. Many such programs can be organized into two categories: those that lead with empathy and those that leverage data. 

An empathy-led approach

A 2023 Mercer global talent trends report found that out of 11,000 employees surveyed, only 2 of every 5 employees reported feeling like their company meets all their needs. If employers seek to understand their employee’s full lives, they can better safeguard their emotional, physical, social and financial well-being.

Leading with empathy means focusing on the whole person and considering — without prejudice — all factors that might affect how employees navigate systems and progress toward resuming a full and productive life. To that end, employers are designing programs that recognize the range of challenges employees are dealing with, while offering a touchpoint of caring. 

One popular strategy for infusing empathy into workforce programs is the development of employee personas, or semi-fictional profiles that represent one segment of an employee population. Employers can use workforce demographics to craft these personas, based on a range of characteristics: employee age and stage of life, location, educational background, tenure, life experience, family status and other attributes. 

Employers can then build narratives around these personas to understand how various employee groups might be affected by specific scenarios. How a certain employee group might deal with an injury, illness or disability, for example, or how they might engage with their benefits, the healthcare system or other technology platforms. 

A data-driven approach

You can’t fix what you don’t know; that’s where reliable data comes in. Harnessing employee on-the-job injury and absence utilization data can pinpoint improvement areas and help inform decisions on workforce wellness initiatives, benefits design, timely interventions and more. As employees’ family health and wellness concerns are increasingly diversified and complex, employee data can also be an invaluable resource for curating programs that provide holistic support.

Employers can also leverage employee wellness data from biometric screenings — or clinical assessments conducted by trained professionals at the worksite or a designated provider’s office — that identify and monitor certain health conditions. Data from biometric screenings provide employers with a baseline assessment of the overall health of their workforce. 

Yet according to a 2022 KFF report, only 24% of small organizations and 45% of large organizations offer biometric screenings to their employees. By instituting such screenings and analyzing employee data collected through them, employers can better tailor their preventative programs and intervention offerings — such as smoking cessation, weight management or lifestyle coaching.

The best of both worlds

The true ideal for tailoring employer-provided programs brings together both approaches — leading with empathy and leveraging data — to meaningfully improve employee outcomes. As technology evolves, opportunities abound to connect empathy with process so systems can be more easily navigated, and initiatives be tailored further to individual needs. Ultimately, the goal is for employers to promote productivity and well-being, create personalized and efficient end-user experiences, and provide a higher level of care to their valued employees.

> Learn more — check out an expanded version of this article in Sedgwick’s digital magazine, edge, issue 22

Sedgwick releases the 2023 absence management and wellbeing report for Australia

June 5, 2023

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SYDNEY, 6 June 2023 – Sedgwick, a leading global provider of technology-enabled risk, benefits and integrated business solutions, and Direct Health Solutions (DHS) have published the 12th edition of their absence management and wellbeing report, featuring benchmark data and key trends to help employers better manage employee absenteeism in Australia. The results reveal the latest trend in absences, the industries faced with the highest absenteeism levels, the importance of effectively managing absenteeism, and the steep costs companies incur when it’s not managed effectively.

The annual report, produced by DHS, which was acquired by Sedgwick in 2022, is based on a survey of data and absenteeism levels recorded from January 1 to December 31, 2022 for 132 companies across Australia who collectively employ over half a million employees.

Highlights from the 2023 absence management and wellbeing report:

· Overall employee absenteeism increased by just over 2.6 days (23%) from 2019, with the most common amount of sick leave taken in 2022 being 14 days. 58% of companies surveyed believed their absenteeism increased during 2022.

· The most common reasons for absenteeism were carer’s leave, needs related to COVID-19 and taking sick leave when not sick.

· Organisations that believe absence is underreported rose from 36% in 2019 (pre-COVID) to 55% in 2023 (post-COVID).

· Many believe the stress of the pandemic fundamentally changed how employees feel about absences and led to a more prominent entitlement mentality.

· Absenteeism in contact centre roles remains higher than for roles outside of contact centres. This could be due to the stressful environment within a contact centre, driven by challenging phone calls, a high volume of calls and dealing with highly emotional or aggravated customers.

Effective ways to manage employee absenteeism

“With effective tools and management strategies in place, employers can better understand the reason behind these absences and work with employees,” said Paul Dundon, Sedgwick’s general manager of workforce absence in Australia and founder of DHS. “Furthermore, it can prevent employees from becoming overworked and potentially disgruntled and stressed due to unplanned absenteeism.”

According to the report, the three most effective methods of managing absence are escalation to senior management, followed by return to work interviews and formal trigger review points to review absences. Managing and understanding employee absences are essential to creating a healthy and productive workplace where employees can thrive. By prioritising employees’ physical and mental health and wellbeing, especially in the aftermath of COVID-19, employers can create workplace cultures that value and support employees’ needs.

“Our study reveals that absenteeism not only affects individual productivity, but also costs businesses billions of dollars,” Dundon said. “If left unchecked and unmanaged, it can have adverse impacts across a business, as well as signal wider problems in workplace health, safety and culture.”

Surprisingly, almost all survey respondents (93%) said absenteeism was either lower or the same for employees working from home, but 80% of organisations believe COVID-19 led to increased absences. “Managing employee absenteeism should be a priority for any company, as it plays a major role in maintaining a productive organisation,” Dundon said. “Not only does it reduce an organisation’s overall absence rate, but it also helps businesses mitigate the associated costs.”

Sedgwick and DHS work with many of Australia’s leading employers to implement efficient absence management programs based on data, research and technologically advanced systems. Sedgwick is well-equipped to offer a combination of services covering any scenario where people are taking time away from work. Resources and solutions — such as the AbsenceAssist telehealth centre providing advice and support 24/7 and the AbsenceTrack system offering online absence reporting in real time, return to work interview tracking, and absence triggers and alerts — have helped businesses reduce their rates of employee injury and absenteeism.

For more information about the 2023 report and to download, visit Sedgwick’s absence management and wellbeing report site.

About Sedgwick

Sedgwick is a leading global provider of technology-enabled risk, benefits and integrated business solutions. The company provides a broad range of resources tailored to clients’ specific needs in casualty, property, marine, benefits, brand protection and other lines. At Sedgwick, caring counts; through the dedication and expertise of 33,000 colleagues across 80 countries, the company takes care of people and organizations by mitigating and reducing risks and losses, promoting health and productivity, protecting brand reputations, and containing costs that can impact performance. Sedgwick’s majority shareholder is The Carlyle Group; Stone Point Capital LLC, Caisse de dépôt et placement du Québec (CDPQ), Onex and other management investors are minority shareholders. For more, see sedgwick.com.

About DHS

Direct Health Solutions (DHS), a Sedgwick business, is a leading specialist provider of employer-based telehealth solutions and absence and injury management programs in Australia and is one of the largest tele-triage organisations in the country. DHS handles over 500,000 absence and injury calls per year and has a dedicated 24/7 telehealth centre driving its absence management programs. DHS works with many of Australia’s leading employers to help implement efficient absence management programs based on data, research and technologically advanced systems. DHS assists businesses in reducing employee absenteeism rates by an average of 20% to 40% using its nurse-led absence assist program and reducing injuries by up to 60% through its DHS InjuryAssist triage programs.

Accounting for absenteeism: optimizing leave programs with a focus on care and engagement

March 15, 2023

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If 2022 was the year of returning to work, 2023 is about keeping workers engaged.

The global shift to remote work triggered by the COVID-19 pandemic may have shown us that employees can be productive without setting foot in an office, but both remote and hybrid models have given rise to new workplace trends like “quiet quitting” and increased absenteeism. In January 2022, approximately 4.2 million of the country’s 129.7 million employees worked part-time because of illnesses, injuries or medical problems—the second highest percentage since 1976, when data was first collected.

According to the Centers for Disease Control and Prevention, productivity losses related to health problems cost U.S. employers $225.8 billion annually, or about $1,685 per employee. The CDC also notes that the indirect costs of absenteeism or reduced work output due to poor health may be several times higher than the medical costs associated with treatment or prevention.

At the same time, labor shortages and talent migration trends have increased employees expectations regarding the benefits they receive. For example, many are taking advantage of options like paid leave to preserve their health or the health of loved ones. Understanding the trends of your workforce and identifying barriers to employee well-being is critical for managing costs and promoting engagement and productivity.

Viewing employee benefits as employer obligation

It’s become more clear which positions require an in-office presence versus those that can be conducted remotely, but workers are still juggling a number of unprecedented factors that may affect performance or lead to absenteeism. This includes the effects of long COVID and a rise in anxiety- and stress-related disorders. With mental health front and center, now more than ever it’s important to ensure your leave and accommodation programs are designed to meet employee needs.

Mental health has become a leading driver of absenteeism. How employers choose to approach their support for employees’ mental health is a current key focus area in both talent recruitment and engagement. The Disability Management Employer Coalition (DMEC) reports that 66% of workers believe their employer has an obligation to help with their mental health needs, while 41% of employees feel their workplace offers no programs for mental health support. Fortunately, we have an idea where employers should begin: The American Psychological Association (APA) says that 41% of workers want flexible work hours, followed by 34% who say they want a workplace culture that respects time off.

In designing an effective benefits and leave program, employers must be mindful of worker expectations for mental and physical health support while adhering to increasing protections from states. By 2026, 15 states will add protections requiring paid family or medical leave, up from six in 2016.

A successful leave program means setting people up for success by encouraging staying at work or alleviating the stress of taking leave if it’s necessary. Oftentimes, employees will heal more quickly if they are working part-time compared to sitting at home. This will pay dividends to the employee and the employer.

Bridging the gap: solving for accommodation and flexibility

As we move from pandemic to endemic, many employers are bringing people back to the office. However, employers don’t have the level of discretion that they did pre-pandemic when it comes to employees’ accommodation requests to work from home.

Specifically, until the pandemic, courts allowed companies to call the shots when it came to the importance of onsite presence. A 2016 6th Circuit case (EEOC v. Ford Motor Company) did a good job of typifying this. In this case, the court said that “regular, in-person attendance is an essential function—and a prerequisite to essential functions—of most jobs.”

However, the first post-pandemic EEOC remote work case serves as a harbinger of things to come; it’s now harder for companies to require employees to come into the office without individually assessing an employee’s accommodation request. In EEOC v. ISS, Civil Action No. 1:21-CV-3708-SCJ-RDCEEOC, the employer shut down onsite operations four days per week in March of 2020 and brought employees back to the office a few months later. As employees were told to come back onsite, one employee, with a documented disability, requested to continue working from home two days per week. The company denied her request, and subsequently fired her. Rather than fight this decision in court, ISS settled the case for $47,500.

In that case (and with all accommodation requests) the employer should interactively dialogue with an employee and explore accommodations, including remote options. The reason for this is simple: at the onset of the pandemic, employees were forced to work from home – resulting in a “trial basis” for remote work. And, many companies experienced either the same, or increased, productivity.

Now, in the “after times,” if an employer wants to refuse a work-from-home accommodation request, they should be able to answer some questions: Why is in-person work necessary? What hardships would be created by a specific employee working from home? To substantiate the refusal to work from home, an employer should be prepared to explain that although remote work was required during the shutdown, it was not effective (e.g., problems with technology, decreased productivity, lost sales, etc.)

Flowing from this remote-work new world order: an increased employee expectation that they should be able to work how they want, when they want — and employers must be prepared. Many have responded by making hybrid work the norm – employees coming in a couple days a week, while working the balance of the week at home. This model, most likely, isn’t going away any time soon.

Another consideration: Long COVID. Millions will develop disabling long COVID, creating market conditions that are expected to have significant impact not just on the healthcare system, but employers and workforce absence vendors and insurers. With diagnosis of long COVID remaining inconsistent, and symptoms presenting differently for each individual, advisory bodies like the Disability Management Employer Coalition (DMEC) are developing a set of best practices and resources for employers to use as they manage long COVID cases and return employees to the workplace. This includes developing a consistent definition and timeline of long COVID for use in workplace accommodation and return to work discussions.

In addition, the DMEC has categorized long COVID into four phases and issued considerations for employers experiencing a high volume of cases or facing barriers to employee disclosure of symptoms. Their message to employers is simple: To avoid defaulting to leave as the employee’s only option, assess the situation using traditional stay-at-work absence management strategies while focusing on the individual’s functional and cognitive abilities.

By working together, employers and employees can identify solutions and support options that allow all to continue moving forward toward their shared mission.

Paving the way for improved recovery and return to work outcomes

August 11, 2022

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By Shane O’Dea, head of strategic partnerships and programs, workers compensation

When an employee is unable to work due to an illness or injury, early communication is key to improving recovery and return to work outcomes. In fact, research in Australia suggests that when contact is made with an injured worker within the first three days post-injury, their return to work outcomes increase substantially by up to 63% for psychological injuries and up to 26% for physical injuries.

Back to work sooner and healthier

WorkSafe Victoria, the second largest Australian jurisdiction, is currently running a major campaign to reinforce this message. The campaign includes access to a toolkit providing guidance on how to start and maintain conversations with ill or injured employees. Additionally, Australian regulators have tailored their websites with similar guidance – providing employers with simple and adaptable tasks to support a positive recovery and return to work experience.

recent report states that when an injury notification and claims lodgment is raised quickly, the overall recovery and return to work process is more efficient. Whereas in cases that involve a delay, the employee is more likely to need an extended period away from work. In circumstances where an injured or ill employee received early support from their employer and colleagues, the employee demonstrated lower levels of concern in raising a claim. Furthermore, employees who are not concerned about making a claim are more than three times likely to return to work.

A shared purpose

What’s encouraging for both employees and employers is that there are countless resources available for ill or injured workers. As technology improves, digital platforms can promote a higher degree of connectivity and engagement. MySedgwick and smart.ly are two examples. To assist businesses in simplifying the recovery and return to work process, our self-service portal, MySedgwick provides clients and injured workers access to claims status, payment history, claim documents and more — by tablet, computer or smartphone. Smart.ly integrates forward-thinking technology behind the scenes so that the intake process is simple to the end user.

People-first approach

As Australia continues to experience skilled labour shortages across many sectors, we have a renewed focus on keeping the workforce healthy, well and productive. This includes supporting those who experience an injury or illness in their recovery and return to work. When a people-first approach in absence management and workers compensation is properly implemented, employers are able to improve employee health, recovery and return to work outcomes for a relatively low investment. Sedgwick’s Direct Health Solutions (DHS) 24/7 nurse triage service offers real-time injury or absence notifications to enable early contact opportunities. A service that will be part of the Sedgwick claims model in Australia.

In Sedgwick’s Direct Health Solutions (DHS) 2019 survey capturing responses from 104 organizations across Australia, respondents were asked to provide data based on all unplanned absenteeism, including personal leave, workers compensation leave and unauthorised leave (paid and unpaid). The results show absenteeism increased by 1.5 days — to 11.2 days per employee per annum compared to 2017. Absenteeism is estimated to cost the Australian economy over $35 billion in wages and lost productivity. Also worth noting, 85% of respondents indicated they were focused on managing absenteeism in their organisation, an increase of 12% from our 2017 survey.

While there are always evolving challenges related to return to work, creative thinking and the use of the latest technology can help us find solutions and exceed expectations. Whether an employee needs to take time off work for an illness or other life event, or a person is injured on-the-job, on a client’s premises or by their equipment or products, the Sedgwick team in Australia and around the world is here to take care of each of them. To learn more about improving return to work outcomes, contact [email protected].

Mental wellness key to workforce and public health

March 31, 2022

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By Dr. Teresa Bartlett, senior medical officer and Kimberly George, global head, innovation and product development

In the U.S., April 4-10 marks National Public Health Week, which aims to educate policymakers, practitioners and the public about topics that are important to improving the health of our nation.

Among the issues to be highlighted this year is mental wellness. A critical component of public health, mental wellness comprises emotional, psychological and social well-being. Each year, one in five Americans experiences mental illness — a health condition that changes the way they think, feel, or behave and affects their lives and their work. The COVID-19 pandemic has exacerbated mental health issues, as many have dealt with grieving for lost loved ones, anxiety over exposure to the virus, isolation due to quarantines and social distancing mandates, and more.

While there is no single cause for mental illness, certain childhood risk factors can be indicators for mental illness later in life. These adverse childhood experiences (ACEs) include various forms of physical and emotional abuse, neglect, isolation, family dysfunction, racism and discrimination, violent community surroundings and chronic poverty. (Genetics and alcohol/drug use are also significant contributing factors.)

All can lead to toxic stress, which is the excessive activation of stress response, and have a detrimental impact on a child’s developing brain and immune, metabolic and cardiovascular systems. Toxic stress from childhood may manifest later in life in a variety of physical symptoms — such as high blood pressure, high blood sugar, insomnia and chronic inflammation — as well as in psychological issues.

The antidote to toxic stress

While the prevalence of toxic stress is a serious public health concern, thankfully it tells only part of the story. We’ve all heard the stories of remarkable individuals who endured horrific childhood experiences, yet somehow grew up into well-adjusted adults and became highly successful in life. What is it that enabled them to overcome such traumatic circumstances?

Resilience.

Herrman et al. defined resilience as “positive adaptation, or the ability to maintain or regain mental health, despite experiencing adversity.” In essence, resilience reflects emotional fitness and the ability to bounce back from, cope with, and adapt to unfavorable or stressful situations.

Resilience stems from a combination of personal, biological, environmental and systemic sources. The good news about this interaction of factors is that resilience doesn’t come only from within; it can be bolstered extrinsically. Even a person who seems not to have much natural capacity for resilience can learn to be more resilient. While our childhood experiences may influence the rest of our lives, they do not necessarily define us.

Cultivating workforce resilience

Emotional intelligence and the ability to manage emotions at work continue to take on greater importance. As technological advances automate all kinds of rote tasks, human interventions are now often reserved for times when interpersonal connection, empathy and understanding are needed most. Resilience is key to forging meaningful connections in such situations, so it’s in employers’ best interest to develop greater resilience in their employees. Further, resilience has been shown to correlate with lower rates of employee absenteeism, higher job satisfaction, less turnover and overall better health and well-being.

Here are a few tips for organizations seeking to promote employee resilience:

  • Adopt a holistic view of health. While we know that mental/emotional and physical well-being are thoroughly intertwined, the health care and benefits systems in America tend to compartmentalize them. Many other developed countries do a better job than the U.S. of providing (and insisting on) paid time away from work and integrating physical activity into daily routines — both of which are important to mental wellness. Employees’ emotional health must be considered as an integral part of overall workforce well-being.
  • Leverage partner resources. There’s no need to reinvent the wheel. Many benefits vendors, such as employee assistance program (EAP) providers, offer training and initiatives to support the resilience of the workforce. For example, Sedgwick offers our field case management clients exclusive access to our crisis care program, and our clinical behavioral health experts are available to provide one-on-one coaching, as well as crisis preparedness and/or response training to a wide range of employer groups.
  • Raise stress awareness. Employees need to know how to recognize and manage work-related stress. Encourage healthy exercises that cultivate positive narratives and build resilience, such as goal setting, meditation, establishing boundaries, journaling/expressive writing, deep breathing, movement breaks and work-group debriefings.

Accepting employees as they are

The 2022 theme for National Public Health Week is “public health is where you are.” One message that employers can draw from this year’s observance is the importance of accepting people wherever they are on their lifelong mental health journey. Oftentimes, organizations and people managers don’t know what’s in their employees’ pasts or which stressors may trigger them to feel like they’re reliving a long-ago trauma. Employers can best support employees and contribute to overall public health and well-being by promoting resilience, offering robust benefits and a culture of caring, and practicing kindness and empathy.

For more on resilience, see: