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OCTOBER 2020 21
FMJ.CO.UK
returned as quickly as normal, if an email response is out
of character, if they’re not as present as usual in virtual
team meetings. You can’t assume that if someone is
snappy that they’re having a bad day – it could be the
culmination of multiple bad days. And you have to have
the foresight to sense when someone is upset or stressed;
you have to be intuitive enough to pick up on the nuances
of people’s everyday behaviour; and you have to be able
to adapt your approach depending on the individual in
question.
There are policies that sit behind our business, of
course, but these are based on what we actually do,
rather than what we think we should do. I think it’s
important that policies reflect a business, rather than an
aspirational way of working. Too o en, it’s the other way
around and I don’t think that ever works, because it has
to be there from the beginning – the main strand of an
organisation’s DNA.
People don’t have to make an appointment to talk
about mental health. Instead, we let everyone know that
they always have someone to turn to and that there is a
support network. We also take time to consider who the
best person is to o er that support – a line manager, for
example, isn’t always the best point of contact for more
sensitive matters.
It’s about having an open-door policy and
communicating that anyone in the business can reach
out to any of the managers or senior leaders. While we
have a hierarchy, the management team makes a point
of being visible and present. When we visit the branches
to talk to directors or managers, we check in on the wider
team at the same time, just informally to find out how
they are. It’s not about inviting people into your o ice
for a wellbeing chat, it’s about being with people in their
environment, chewing the fat, letting them know that
they’re valued and appreciated, and that you’re making
time to be there for them.
There is a feeling in the business that we really care.
That culture of care filters through and across the whole
organisation because it’s what we do. We talk to people.
We ask them about their families. We send out regular
messages asking if everybody’s OK. We care. That’s how
to develop mental resilience in the face of continued
uncertainty.
THE FM PROVIDER’S VIEW
ALISTAIR CRAIG, MANAGING DIRECTOR, ANABAS
With fewer than 50 per cent of firms proactively
supporting the mental health of their employees and
many unsure of where to turn for advice on how to do so,
the country is seeing a huge hit to productivity at the cost
of the mental health of its workers.
In the current climate of challenges and uncertainty,
employees could benefit more than ever from support.
Mental health is quickly becoming a number one priority,
but this will yield no real benefits if companies don’t
know how to implement successful policies. The scale of
the global pandemic has made many re-evaluate their
priorities. Those
with underlying
health conditions
have become
hyper-aware of
their vulnerability
and will prioritise
their health
more than
ever. The mass
migration to
remote working
suddenly
means the
informal chats and something as simple as noticing
a colleague seems down have been lost. Companies
need to proactively manage this by ensuring there is
enough opportunity for social activity, even if it is virtual.
Companies can be quite creative with this. Anabas has
been keeping mentally fit and healthy throughout the
pandemic by taking part in exercise challenges. Launched
through the social fitness network, Endomondo, this
has supported physical and mental health, as well as
allowing our colleagues to collaborate at either end of the
country – people that wouldn’t ordinarily communicate
with each other.
Equipping employees with the tools they need to
care for their health and wellbeing, both mentally and
physically, can be transformative. Indeed, these tools
may quickly become an essential part of the post-COVID
workplace.
Anabas has made wellbeing a priority. We have recently
partnered with The Art of Brilliance, a not-for-profit
training organisation specialising in positive psychology
and resilience training which has been designed to
support our employees through the di iculties of a global
pandemic. Over the coming 18 months, this training will
equip all employees – regardless of role or contracted
hours – with the skills to make the most of their strengths
and to approach each day with positivity and enthusiasm
in a world fraught with disruptions and uncertainty.
The pandemic has truly been a tragedy but that means
it is all the more important that the ‘new normal’ is a
better one than before. Companies are forced to make
physical health a priority, providing hand sanitiser and
allowing for social distancing, but mental health should
be as much a part of this development as physical. For
many years, the importance of company culture and
corporate social responsibility has been under scrutiny
by Millennials and Gen Z in a way they have not been
by other generations. Now, supporting mental health
and the capacity of companies to manage unforeseen
challenges will take the fore. This can only be good news
for companies as many have been su ering from their
own failure to respond to the needs of their employees.
The coming months – and indeed years – will show
which companies can adapt to today’s unpredictability
and support and develop their employees to their full
potential.
FM CLINIC
Connecting
people,
property and
data for peak
performance
Concept Evolution
CAFM / IWMS
FSI GO
Mobile Workforce apps
Concept Advantage
Workplace apps
Celebrating
30YEARS
in 2020
Alis tair Craig
ADVICE & OPINION
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