Personal development
Preventing remote worker burnout
Brendan Street, professional head of emotional wellbeing, NuffieldHealth , discusses the issues and offers advice
F lexible working has become an important aspect of the modern UK economy, with over half of employees taking up a flexible working arrangement. However, Nuffield Health’s latest whitepaper – The effects of remote working on stress, wellbeing and productivity (http://bit.ly/2ufAsrY) – has found while remote working is associated with higher workplace wellbeing, it can also present many business challenges. When thinking about remote working, we often imagine a young Millennial, frantically tapping across multiple devices in some hipster coffee shop. However, the whitepaper reveals the smallest proportion of remote workers are between the ages of 16 and 39, so the concept that home-working is predominantly ‘for the young’ is flawed. Most of today’s remote workers are over 40, perhaps because some businesses are more comfortable if an employee using flexible working is older with more experience. However, even if we put demographics aside, there is still no consensus whether remote working makes you more ‘productive’, and how to ensure employees and employers get the best from remote working In fact, our research shows spending more than 2.5 days a week working away from the office is associated with deterioration in co-worker relationships and job satisfaction. Once businesses step away from these stereotypes, they can focus on finding the right staff in their own teams. As already mentioned, a one-size-fits-all approach will not be effective. Perhaps most importantly, employers should identify those with the right character traits. Considerations should disciplined and self-motivated, resilience and being able to separate work from home life. In addition, employers should consider training for remote workers and those managing them. Working remotely presents unique challenges to resilience. include: those who enjoy working independently, those who are self-
Trust between the manager and the employee is vital for remote working. For it to succeed for both sides, there must be regular communication with the manager and wider team, with agreements as to when the employee can be contactable, face-to-face office meetings and arrangements for when to call each other in an emergency. Communication needs to be tailored to the correct demographic, too. For example, senior workers may need fewer management catchups, with perhaps weekly phone calls being enough. Younger employees, with less experience, may be better suited to working from home a couple of days a week and may need access to ‘virtual watercooler’ moments via online technology. Build out your engagement strategy by assessing how different demographics want to be communicated with too. The most obvious answer for many modern employees is mobile. People are on their phones most of the time, so getting company updates on their devices ensures they’re receiving your communication – on the right platform. However, you’ll need multiple ‘touchpoints’ to communicate your offerings and for older remote workers, this might include more traditional communication like inviting them in for formal company talks or providing written booklets. ...a one-size-fits- all approach will not be effective According to our whitepaper, mental health issues could develop more frequently amongst remote workers, as they may find themselves separated from communication channels and support mechanisms. To understand the characteristics and needs of each generation, businesses
should consult corporate health and wellbeing specialists, to create useful strategies for the needs of every employee. For example, Generation X may require flexible working as they care for both children and elderly parents, which may cause emotional and financial stress. Financial help like childcare vouchers in addition to flexible working is one way to support those raising children. Employers might also provide convenient online or telephone access to general practitioners or access to digital health tools, which are beneficial to those not always in the office but need health support during difficult times. Platforms like our PATH (http:// bit.ly/325uC92) ask employees to input lifestyle data and recommend interventions based on individual lifestyles. This helps remote workers seek more personalised interventions. Our research shows 45% of businesses frequently use independent workers for short-term assignments, with another study citing 53% of freelancers (https://yhoo.it/2V6vsAS) as “feeling lonely at work” with a lack of support for mental health issues. In any relationship between a business and a contractor, both parties will have duties under health and safety law. As such responsible managers should have concern for all staff wellbeing. Providing contractors with ‘self-help’ tips in order to thrive in a remote working environment is a good starting point. Start by scheduling regular catchups with freelancers and invite them into the office for relevant meetings or project updates, which shows you recognise them as an important part of your team. You may consider offering access to employee benefits like your company’s employee assistance programmes (EAPs), too, offering direct, confidential contact with experts who can support individuals with areas causing emotional distress, from family issues to work- related problems, addiction and mental illness. n
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| Professional in Payroll, Pensions and Reward |
Issue 58 | March 2020
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