Sedgwick
The long-distance corporate race and how employee well-being can fuel and sustain the run
Companies have long proclaimed the belief that employees are their most valuable asset. What astute employers are learning is that a mentally and physically fit workforce is key to productivity and performance. By extension, they intuitively understand that protecting and caring for total well-being of employees is not only beneficial to the bottom line but is also the right thing to do.
In this blog, I look at the high costs of employee turnover, how workplace culture can support employee well-being, the role of leadership and front-line supervisors, and how to mitigate common stressors that can arise amid the complexities of today’s sandwiched generations.
The high cost of employee turnover
The current job market is characterized by a high demand for talent as many companies scramble to attract and retain employees. Employee turnover not only compounds this problem, but it is also very expensive. When employees leave unexpectedly, vacant positions and the resulting reduction in productivity cost the organization substantially. Product orders are not filled and service standards are not met. This not only strains operational performance but also places undue stress on the remaining employees. During this period, manager time is diverted from operational matters to promoting position availability, interviewing candidates, negotiating a compensation package, and overseeing training as part of the onboarding process. Factor in multiple employee departures and the problem increases exponentially.
Strong culture characteristics to support total well-being
These types of scenarios underscore the need for companies to offer a benefits package and employee arrangement that contribute to employee wellness – both mental and physical. Companies today are learning that effective wellness plans involve more than competitive salary; they entail generous benefit offerings that address holistic health needs; paid time off arrangements that are easy to use; flexibility in work scheduling while still meeting job requirements; a welcoming and inclusive work atmosphere; and frontline managers who respect employees and recognize individual needs and preferences. These are characteristic work traits that enable companies to excel despite competitive market pressures.
Role of leaders and frontline supervisors
Strong corporate cultures are created at the top, and executive leadership and support are essential. But, it is the frontline managers who carry out and implement that vision on a daily basis. They are the ones who routinely interact with employees, set expectations, cultivate atmosphere, and maintain balance. As a result, frontline managers are typically best positioned to see when things are off with an employee. They can note when personal or job-related stressors become visible, workplace tensions or job burnout begins to surface, or employee departure is imminent.
Fortunately, frontline managers can be trained and equipped to address and mitigate these situations. Much depends on a frontline manager’s ability to establish a trusting relationship with direct reports, check-in and communicate on a regular basis, and talk about feelings in the workplace. While younger generations expect these conversations, a discussion around feelings can be novel to others.
Without being intrusive, a frontline manager’s genuine awareness and interest in an individual’s situation can help alleviate workplace tension and foster a more positive environment. The impact and implications of economic pressures, relationship volatility, or a family member’s health challenges are not simply left at the timeclock when an employee crosses the workplace threshold. Empathy at the workplace is essential.
Managerial styles and actions can go a long way to establishing a welcoming and inclusive atmosphere. This can take the form of allowing flexibility in weekly schedules and remote work in those instances where such allowances do not negatively impact productivity or performance. Moreover, the encouragement and ability to use paid time off when needed can also contribute to an individual’s total well-being.
Mitigating complexities of the sandwiched generations
While the concept of the sandwich generation was introduced several decades ago, the notion has taken on a different complexity today. Originally, the sandwich generation referred to those at a stage in life where they were taking care of both their young children and aging parents. Today, the sandwich generation can not only apply to Gen X but also to millennials and Gen Z. Multiple generations may be living in one household. Young or middle-aged adults may be taking care of children, parents and grandparents. In other instances, a young person may be living at home with parents and providing assistance to younger siblings or older grandparents.
Companies need to be aware of and prepared to address the individual and unique needs that multiple generations in the workforce present. To shoulder personal and professional responsibilities, they value scheduling flexibility, an inclusive atmosphere, and benefit offerings aimed at their specific needs and circumstances. They must take care of themselves and their total well-being to take care of others and contribute to production goals.
Like many situations, life’s challenges evolve. Personal needs and preferences change. Employers who recognize this dynamic and respond with workplace agility not only deliver performance but also support and re-energize employees in the process. These organizations are the ones who are well-positioned for the long-term race.Learn more > Visit our website to learn how employers can increase and support total employee well-being.
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