Mental Health And The Post Covid-19 Workforce

4 areas for HR managers to observe and correct

Covid-19 is a game-changer in the current and future workplace landscape. It is estimated nearly half of the global workforce is working remotely. Most workers have learned they can accomplish tasks remotely without a significant drop in productivity or quality. In the absence of long commutes, employees have learned to appreciate the flexibility and comfort of work-from-home.

 

Over time, however, most workers acknowledge face-to-face interaction is required to facilitate collaboration, build relationships, solve complex challenges, and generate ideas. Many academics and industry experts who study the workplace are vacillating between a utopia or dystopia born out of Covid-19. The reality is probably somewhere in between. 
 
One reason psychologists are concerned about the potential long-term impact of Covid-19 on workers is existing insights from previous pandemics and national emergencies. Stress resulting from quarantining, and the isolation of working from home, can result in negative psychological impacts for many workers such as depression, insomnia, and even PTSD (post-traumatic stress disorder). Feelings commonly associated with stress are sadness, fear, or anger; some people become detached or estranged from other people. For example, workers who lived in areas impacted by the 2003 SARS outbreak such as Taiwan were found to show a higher risk of psychiatric disorders and suicide.
 
Lessons learned from these worldwide events demonstrate that worker psychological health is an important topic for HR managers when considering the post-Covid-19 workplace. HR frequently laments not being taken seriously by senior management and being relegated to operational compliance concerns. Since it is unlikely that busy executives have been thinking deeply about employee psychological issues, HR can make a significant contribution to the operation. Never before has employee mental health benefits been more important. Here are four areas for HR managers to observe and correct:

A surprise reaction to working from home, or worse yet, not working and being at home has been a chronic level of anxiety. A recent study from McKinsey & Co. and LeanIn.org, found one in 4 women are considering downshifting their careers or leaving the workforce entirely due to anxiety and burnout. The initial welcoming glow of flexible work hours along with no more commuting has dimmed and the feelings from the stress of isolation are significant.  HR managers should encourage social online gatherings such as occasional “happy hours” with all participants to initiate a connection and relieve some of Gen Zs’s performance anxiety.

People are hungry for connection and interaction. Something significant and visceral has been lost from everyday lives while quarantining. Workers cannot connect with others interpersonally with eye-to-eye contact and heart-to-heart conversations. No more hallway and parking lot chats while at work. No more lunches out with colleagues.Not even casual conversation with store clerks and cashier. HR managers can aid employees by considering individual isolation behaviors and tendencies. For example, a recent MIT study found people who reported having a more active social life had a more severe response to isolation than those who were more accustomed to spending time alone.

People have lost or are losing a sense of time. The markers we count on the keep us aligned with the calendar are events of note: birthday parties, dinners out with friends, celebratory events -- hitting sales targets, performance recognition parties, etc. are essentially gone. It is more and more common to hear people do not know the day of the week or the date. HR Managers should consider the mental health needs such as brain blur and develop avenues to address each one with confidence. Take the lead and surface these to your management team.

Of particular interest, a survey by Smartsheet found those born after roughly 1996 were three times more likely to have sought help for mental health issues like stress and burnout than their more seasoned counterparts. Smartsheet asked 1,000 US workers last April about their struggles and found 82% of Gen Z’ers were struggling immensely, saying they feel “less connected” working remotely, while roughly half reported having communication issues doing virtual work. HR managers should consider the creation of skip-level mentoring opportunities for Gen Z employees – skipping a level above the employee to someone with greater seniority. 

Overall organizations are at risk of losing the glue that holds company culture together. The all-important elements of esprit de corps, comradery, love, and care for colleagues is eroding. This poses a job of great significance for HR managers as the global economy inches closer to “re-opening business”. 
 
Employees who do not see each other do not experience or benefit from smiles, laughter, and hugs. Connections weaken and disappear. For example, employees naturally form bonds with co-workers. However, when a co-worker move on these relationships dwindle and evaporate. When they see the same people 3 or 4 years later, instead of a warm greeting, they tend to ask aloud, “What are you doing here?”
 
HR can help regain and reinvigorate relationships at work. Relationships are the glue that makes everything works operationally. Without work relationships and good faith toward each other nothing can get done in an organization.