This is the eighth blog in a series written by Mary Ann Baynton, Director of Collaboration and Strategy for Workplace Strategies for Mental Health.
Many leaders either shone or burnt out
Leaders at all levels were managing their usual work responsibilities while also dealing with changes in procedures related to the pandemic, and with staff who were more stressed and distracted. For many, it was the first time they had to manage a team of people who worked remotely. Their usual approaches to management no longer worked as well and they had to learn on the fly. In addition, they were dealing with their own personal and family concerns related to the risk of COVID-19.
Burnout rates increased overall during the pandemics and leaders were no exception. Yet, in many cases, leaders also took this moment to shine in the eyes of their employees. Even while working remotely, leaders were more visible than ever. Employees heard from them more due to constant changes. They also saw their leaders on screen, sometimes in their own homes with their families. Many leaders couldn’t hide that they were struggling too.
Charles Bruce, Chief Executive Officer at Provident10, shared this memory: “During the pandemic I was sensitive to every word I used because I knew employees were looking to me for direction, guidance and compassion. You have to be comfortable being vulnerable in uncomfortable times.”
Remote work
For those who kept their jobs but were not deemed essential workers, employers scrambled to enable remote work. The impact of this was tremendous, with employers and employees having to share the responsibility for having adequate technology and addressing issues related to security for handling confidential information remotely.
Childcare centres and schools closed, Meaning parents of young children had to balance working from home while their children were also attending school remotely from the same location. Both employees and employers had to manage screen fatigue, isolation, and loss of team engagement.
Some employees were forced to work from home in unsafe environments. Others were grieving the loss of family members and co-workers due to the COVID-19 virus.
“The pandemic era taught us valuable lessons about workplace resilience,” reflects Lyne Wilson, Assistant Vice-President, Talent Management at NAV CANADA. “As HR professionals, we learned to transform our approach to policies and measures. While implementing health and safety protocols presented challenges, it ultimately strengthened our ability to adapt and respond to employee needs with greater empathy and flexibility.”
A shift from in-person to hybrid to remote work eventually improved psychosocial scores for the majority of executives and employees as they adjusted. But it did not help frontline leaders. They had to rethink their management and communication styles to support employees in changing circumstances. On average frontline managers were more stressed than either employees or executives.
Experts noted that uncertainty and the need for ongoing policy changes made communication vital. Leaders had to update employees quickly and often. This was a stressor faced across many job roles.
Innovation at work
The pandemic forced employers and employees to find new ways of doing things. The impact would vary by workplace and individual, but there were many common themes. Workplaces that already supported psychological health and safety pivoted much easier.
There were more open talks about mental health and a greater focus on well-being, work-life balance, and job flexibility.
The following strategies were shared by employees surveyed by Workplace Strategies for Mental Health. They show how employers were striving to do the right thing:
- Two-way communication: Employees valued daily, or weekly, communication with senior leaders. They talked openly about fears, concerns and challenges.
- Safety committee: Committees were put in place to focus exclusively on COVID-19 safety that included two-way communication about concerns and solutions.
- Flexibility: Some employers announced that flexible work arrangements would be permanent. This includes coming into the workplace for a specific number of days each week. Others asked their employees what they’d like to do. Some employers told employees they’d give at least one month’s notice before making changes to their work-from-home policy. This would give employees time to plan for necessities like childcare.
- Ergonomics: Employers gave an allowance for home workers to buy ergonomic equipment.
- Safety measures: In workplaces that stayed open, some employers addressed safety concerns by providing PPE, plexiglass dividers, and enhancing cleaning processes.
- Self-care: Some employers urged employees to take breaks by offering extra days off. Many required each employee to take their vacation time to refresh and recharge. They regularly talked about life outside of work and encouraged employees to seek joy in their personal time.
- Mental health support: A survey by Mental Health Research Canada (MHRC) found that, during the pandemic, employees most appreciated mental health support. It was the top benefit. Some employers provided extra wellness days, covered counseling services, and held webinars. They also offered discussions on coping strategies.
In many ways, these innovative, more open approaches fostered a culture of continuous improvement that would last long past the pandemic. Part of this was that employees were feeling seen and heard more than ever before.
Christine Hildebrand, Vice President Health and Ability Strategy, Canada Life, concludes, “A continuous improvement culture is one where employees are encouraged to share their ideas, as those directly involved in the work are the best source of valuable suggestions.”
The next blog was written by my colleague and co-author for the Evolution of Workplace Mental Health in Canada book. Leanne Fournier interviewed a leader who led through the pandemic. Don’t miss that one. Explore the History of psychological health and safety and read all of the blogs in this series.
The views and opinions expressed in this blog post are those of the author and do not necessarily reflect the official policy or position of Canada Life or Workplace Strategies for Mental Health.