FMJ Facilities Management magazine providing industry-specific intelligence to FM and property professionals
THE BEHAVIOURAL PSYCHOTHERAPIST’S VIEW
BRENDAN STREET,
PROFESSIONAL HEAD OF EMOTIONAL WELLBEING, NUFFIELD HEALTH
2020 has been a challenging year. As a result, anticipating, and ‘bouncing back’ from periods of difficulty, by using periods of recovery, will be a skill for those in the workplace. Regularly managing tight deadlines, mounting workloads, adapting to new technology and navigating complex workplace relationships, all require unique, individual coping mechanisms.
The emotional impact of relentless stressful circumstances can lead to difficulty concentrating, indecision, irritability and depression with long-term stress eventually leading to exhaustion and burn-out. Being able to recognise these signs and knowing how to respond in a healthy way is key and it is important employers are able to provide targeted support.
Whether some businesses continue to work from home or others start to navigate a new workplace design, employees face potential daily disruption, no matter what their circumstances. An employer’s first steps should be helping staff achieve feelings of stability and belonging, even if they are not entering the office every day.
Sharing actionable steps on how the business is planning to safeguard their health and how they can protect themselves when back in their old work environment will help reduce any fears or anxieties surrounding returning to the workplace.
The emotional impact of COVID-19 on each employee will be different and the support on offer from employers should reflect this. However, worryingly, a recent survey revealed only 15 per cent of employers had surveyed staff to identify their needs during this difficult time.
Understanding the workforce is therefore essential. This means getting to know employees through surveys, online forums and one-to-one chats, recognising their needs and priorities.
Offerings should include a combination of services that give employees access to specialists with whom they can discuss their difficulties and learn positive coping mechanisms.
Highlight existing workplace offerings like employee assistance programmes (EAPs) which offer direct, confidential contact with counsellors and mental health experts. You could also consider inviting an expert to give a company talk on general coping mechanisms for anxiety. This may help those who are worried about speaking to managers or employers about their fears.
Equipping managers with the skills to support their teams is key. Investing in webinars and online workshops will prepare them to recognise signs of distress and have the skills and confidence to support others. For example, emotional literacy training is an effective tool for boosting employee resilience by ensuring staff have a common language to discuss mental health. It gives them the knowledge, self-awareness, and empathy to be better listeners.
It’s also important to ensure connectivity for members of staff who are still self-isolating, or if some businesses continue to work from home for the long-term. Our research suggests, those continuing with prolonged remote working may face psychological hazards linked to increased loneliness and isolation.
There are plenty of corporate healthcare options that can be offered to staff remotely too including cognitive behaviour therapy, which can be delivered safely and effectively by phone, video or email for flexibility and privacy.
