A New Competitive Edge: Mental Health Offerings BY CHASE KAMMERER
people departing from their jobs and searching for a more sustainable work-life balance. If you need a competitive edge to keep your employ- ees or bring in new ones, here’s a suggestion for you – bolster your mental health offerings. Mental health symptoms are not new to the workplace. In 2019, 59 percent of people surveyed for an HBR study reported at least one mental health condition. That num- ber edged up to 66 percent in 2021. Younger employees, especially millennials and Gen Zers, are demanding in- vestments in workplace mental health programs pushed by, among other things, the Covid-19 pandemic. There are many benefits to investing in mental health offerings. The HBR study found that workers who felt supported by their employer tended to be less likely to experience mental health symptoms and were less likely to underperform and miss work. They also had higher job satisfaction and intentions to stay at their company. Here are three ways you can increase mental health offerings at your plant(s):
A recent Gallup analysis found 48 percent of America’s working population is actively job searching or watching
for opportunities. Compound that with difficulty acquiring workers amid record-high job openings, and you can understand one of the big problems facing our indus- try right now: labor. In a 2021 Harvard Business Re- view (HBR) survey, 50 percent of respondents had left jobs due to
Chase Kammerer
overwhelming and unsustainable work. That’s up 16 per- cent since 2019. The “Great Resignation” of 2021 finds
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1. Provide managers with the proper training to recognize symptoms of stress and depression. Stressed-out employees can underperform and underproduce while also losing engagement with work. Some companies are also monitoring the effect of supervisors on worker well-being. The lost productivity of disengaged employees is equal to 18 percent of their yearly salary. 2. Offer access to facts about men- tal health in town halls or workshops or through a mental illness awareness cam- paign. Employers could provide education- al or storytelling videos and brochures to employees about poor mental health and its signs and symptoms. Give employees anonymous surveys or other opportunities to participate in decisions about issues that affect stress at work. 3. Make available health insurance with no or low out-of-pocket costs for counsel- ing and medications. Accessible mental health treatments have the potential to re- tain some of those employees who decide to leave on their own. Replacing workers re- quires two times the team member’s annual salary, leaving you less competitive. This pandemic changed the way we work and view work. Many are reflecting on what a quality job looks and feels like, and roughly 50 percent are willing to quit to find one. Reversing the tide of resignations requires managers who engage and give workers a sense of purpose and motivation. Chase Kammerer is the Manager of Technical Services at FBA. Contact him at ckammerer@fibrebox.org.
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10 November 29, 2021
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