They Don’t Care.
How often have you heard or said the same about the leadership in your organization? I have participated in conversations about the lack of interest leadership shows in the wellbeing of its employees. As a former manager and administrator, I have probably been the target of similar statements. Leaders are programmed to think about costs associated with running the part of the organization they oversee. Unfortunately, many organizations do not connect the benefits of wellbeing to the bottom line.
We hear a lot about wellness. Wellness is defined as pursuing and being in a state of good physical health. Organizations have upped their game by providing wellness initiatives. Most organizations offer benefits like health insurance coverage. With the advent of the COVID pandemic, organizations have added mental health benefits or employee assistance program services. Employee Assistance Programs (EAP) offers employees services that address concerns in their lives outside of work.
EAP Services may include childcare, elder care, mental health assessment and short-term counseling, substance abuse counseling, financial or legal counsel. I know of an EAP program that even provided pet care information. These services are provided by the organization. Employees may utilize them at no cost.
Why Employees Continue to Vent Those Three Words?
Work is only one aspect of a person’s life. We are not one-dimensional beings. A well-rounded person does not focus all their energies, and attention on their work. Life encompasses relationships. First, we understand that being with those we care about brings joy. Second, we desire to belong to communities of like-minded people. Talking, sharing, creating stories with others enrich our lives. Third, it is important to have good health. Having the energy and the ability to participate in daily activities is vital to wellbeing. Finally, we need to have financial stability to live in a safe, stable, and secure manner.
When company leadership ignores those areas of employee’s lives, the employee concludes “they don’t care.”
Why Should They Care?
The article Employee Wellbeing is Key for Workplace Productivity explains the positive outcome of caring about employee wellbeing. Employees take fewer sick days. They perform at higher levels. Additionally, rates of burnout and turnover are much lower.
Ignoring employee wellbeing affects the company’s bottom line. The article outlined the following costs.
75% of medical costs are accrued due to preventable conditions. Preventable conditions are health conditions like heart disease, high blood pressure, and diabetes. $20 million of additional lost opportunity for every 10,000 workers due to struggling or suffering employees. Struggling employees have negative or uncertain feelings about their current life and future. Suffering employees experience ongoing sadness relative to their current life. They also have negative expectations about their future.
$322 billion of turnover and lost productivity cost globally due to employee burnout. 15% – 20% of total payroll in voluntary turnover costs, on average, due to burnout. Burnout is a state of being in which an employee is physically, mentally, and emotionally unable to function in any capacity. The employee most likely continued to work in an impaired state of overwhelming stress before reaching burnout.
It should be noted that an employee who is overwhelmed with stress will come to work. They will struggle to perform responsibilities and duties. Essentially, they will be physically present at work while mentally and emotionally absent from work. These employees need their employer to care.
How Can They Show Caring?
An organization should create and cultivate a culture of caring. Begin by simply requiring every manager or person in leadership position to acknowledge employees by name. A leader who refers to an employee by name will cause that employee to feel as if they are important to the leader. The employee will feel valued and respected.
Calling someone by name is an impactful way to build a relationship. It enables conversations and interactions that lead to meaningful exchanges.
Have clearly defined goals that include actions promoting employee wellbeing. Most organizations develop measurable performance goals for employees. Employees must log a certain amount of screen time. They must see a defined number of clients. Others have a required number of contacts. Employers do not encourage goals that allow employees to rest their eyes, take walks or stretch break.
Salary.com surveyed 3200 employees. 39% of respondents spent one hour or less a week on non-work related activities. 29% reported spending up to 2 hours a week. Over 60% of those surveyed admitted to using the internet for personal reasons while at work. Some employers may view this as stolen time. Employees, however, are communicating needs. Consequently, they may feel unchallenged, bored, or overwhelmed.
Value and Encourage Employee Input
Organizations should value and encourage employee input. Employees who provide direct services know how processes really work. Therefore, when management makes decisions without the ‘real world’ information, it often leads to a bigger mess.
Line staff create shortcuts and hacks to get the work done. Some of these hacks may not align with policy or acceptable practice.
Include all levels of employees in planning and problem-solving activities. I worked for the American Heart Association Northeast Ohio Affiliate as a program manager many years ago. The executive director required employees to participate in strategic planning. We sat with board members, volunteers, financial supports, and stakeholders. We were encouraged to share our opinions, experience, and knowledge.
At the beginning and throughout the gathering, we were told that our participation benefitted the organization. Everyone’s input was valued, respected, and desired.
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