employee education

5 Workplace Behaviors That Impact Employee Mental Health

Even companies with the best intentions can sometimes take a wrong turn when trying to do right by their employees. Damaging habits and behaviors can inadvertently get absorbed into company culture; and when this happens, it can send the wrong signal about a company’s priorities and values. One of the biggest challenges lies in finding the sweet spot between business needs and employee welfare and happiness. Naturally, you want a high-performing team; but not at the expense of employee well-being and mental health.

Here, we take a closer look at some common workplace conventions—and the ways that they might be inadvertently undermining your mental health objectives.

1. Having a “hustle” culture

It’s great to be productive, but over-emphasizing hard work and profitability can be a slippery slope to toxic productivity. It can lead to individuals attaching their feelings of self-worth to the amount of work they’re doing, and feeling like performance metrics are more important than their mental well-being.

Similarly, celebrating employees who stay late—or even lightly teasing those who start late and leave (or log-off) early (or on time)—can subtly contribute to a culture of overwork and performative busy-ness. Left unchecked, this can result in resentment and burnout among other employees who feel compelled to prove their own commitment to work .

A small fix:

Instead of celebrating regular overtime, try opening up communication about ways to include breaks and downtime throughout the day. You can support this with anecdotes about the healthy mental habits of people in the team (assuming they are open to sharing). For example: “Hey guys, Dave’s found a clever way to schedule regular breaks into his day around meetings!”

Also be sure to address long hours and overwork if you see a rising trend in the company, as it could be an indicator of unachievable work expectations.

2. Sending work emails or messages after hours

It happens to us all: maybe you only received a response on something late in the day, or you had an out-of-hours brainwave.

Sending the occasional evening or weekend message is fine, but doing it regularly implies that after-hours work is expected—which could pressure people into feeling they have to respond immediately.

The same goes for emails sent at the end of a working day with next-day deadlines (or, for example, Monday morning deadlines for work given out on Friday). These practices put a hefty burden on the recipient, which adds to stress and can contribute to burnout.

Now, it gets a bit harder to draw a line when you take into account the increasingly globalized world of work, which necessitates out-of-hours communications due to different time zones. But even in these cases, it helps to be explicit about expectations when sending messages, especially when you know the recipient is either about to log off or has signed off for the day.

A small fix:

If you need to send emails after hours or on weekends, be sure to add a note about how the email can be read or dealt with on the next working day. This takes pressure off the recipient and assures them that they won’t be penalized for not responding on the spot.

If you have a global team, it also helps to establish clear working hours for different countries, and to be clear about the fact that nobody is expected to read or respond to emails out of hours.

Also, no matter where in the world you or your recipient are, be sure to schedule enough time for them to deal with the task during their office hours! And remember—they may have other pre-existing work on their plate that might need to take precedence.

3. Only engaging in “shop-talk”

It’s easy to find things to talk about around the water cooler in the office. But take those organic run-ins out of the equation, and what you’re left with is often work chat and little else.

Working from home has made it harder to bond with colleagues. The natural tendency is to get work done and to only chat about the process, rarely (if ever) about other things.

This removes a big social aspect from work, which can take a significant mental toll on employees and affect their enjoyment of work. This is especially apparent for employees who don’t already have solid work friend groups, either because they’re new or because their friends have since left the company.

A small fix:

There’s so much more to people than just who they are at work. To get some non-work conversations going, design interactions that aren’t work related.

You could set up a monthly ‘coffee roulette’ to group random employees up for a chat. This can help to break the ice a bit and link up individuals who might not otherwise speak during work hours. Or you could arrange sharing sessions where people are encouraged to talk about their challenges and triumphs from life outside the workplace.

Another alternative is to set up interest groups in the company, to help like-minded employees find each other and bond over a shared interest in certain hobbies or things.

4. Only having group chats and check-ins

Big group check-ins and catch-up meetings are important. But group settings can pressure people to put a good spin on things, or cause them to feel like they’re being irrational or weak for struggling when everyone else seems to be doing well.

This could result in problems being missed and getting out of hand, which in turn can take a big toll on mental health and well-being.

A small fix:

Some people may not be willing to speak candidly to a large group, so be sure to set aside time for employees to speak one-to-one to a manager who can address any problems that may arise. It’s also important to make sure everyone understands that they won’t be penalized or looked down on for speaking up about any issues they may be having.

5. Not talking about mental wellness

Perhaps the biggest way your company might be undermining mental health is simply by… not talking about it.

Some managers may not feel equipped to have these conversations, or may not be sure about the etiquette or convention around holding these conversations. But by not broaching these topics at all, employees may feel like they can’t speak out about things they’re struggling with.

The result is a rose-tinted veneer that may be hiding deeper problems under the surface. And studies show there likely are problems. According to the CDC, 1 in 5 employed adults in the U.S. experienced a mental health issue back in the previous year, with 71% of adults reporting at least one symptom of stress. That number has likely shot up now.

A small fix:

Be candid about mental health and encourage people to share their burdens and struggles—especially leaders. You can help by actively promoting good habits like mindfulness and meditation, proper work-life balance, and reaching out for help when necessary.

By being more honest about struggles and mental wellness challenges, managers can reduce the stigma and create a more open culture where people feel able to admit they’re struggling.

As a company, it’s important to be careful about the ripple effects that even small actions—or, in some cases, inaction—may have on employees. The simple fact is that the signals you send may be reinforcing unhealthy habits.

That’s why it’s so important to be aware of deeper currents that run in your organization and to proactively address any harmful behaviors.

By staying aware and making a few small tweaks and behavioral changes, you can hit the reset button when necessary and encourage good habits that protect employee mental wellness.

For more tips on how to build a more inclusive workplace culture that supports your employees’ mental well-being and happiness, check out:

By: https://www.calm.com/

TEDx Talks

Is Mental Health important in the workplace? Tom explores all things related to workplace mental health, including mental health in school workplaces, in this insightful video. Tom helps employers figure out mental health at work. He reviews workplaces, trains managers and writes plans. Since 2012 he has interviewed more than 130 people, surveyed thousands and worked across the UK with corporations, civil service, charities, the public sector, schools and small business. Tom has worked with national mental health charities Mind and Time to Change and consults widely across the UK. He lives in Norfolk and is mildly obsessed with cricket and camping.

As Pandemic Fatigue Sets In at Work, Employers Try to Help

People are tired. Between a global pandemic, economic crisis, social unrest, & political upheaval, the past year has been physically and emotionally draining for just about everyone, and perhaps most for essential workers.

Across industries, workers struggling with pandemic fatigue are facing burnout more than ever. For leaders, keeping these employees engaged and motivated is a challenge in itself. While some leaders are turning to incentives like gift cards and cash to help support employees, others are taking a softer approach, investing in relationships and focusing on workplace communication.

Money Talks

When the pandemic began, the hospitality industry fell off a cliff, says Liz Neumark, founder and CEO of Great Performances, a catering company in New York City. She knew keeping everyone employed would be difficult until her business could find another source of revenue apart from events, which eventually came in the form of preparing meals for essential workers and people unable to quarantine at home. While some of her employees, such as those in sales or event production, saw salary reductions, chefs, kitchen staff, and other employees making food for essential workers kept their full salaries and got help with transportation as well.

The founders of P. Terry’s, an Austin, Texas-based fast-food restaurant chain, give employees gift cards and cash to help pay for groceries and offer them interest-free loans. They also incentivize employees to participate in community and civic causes, including paying hourly wages for volunteer work.

Justin Spannuth, chief operating officer of Unique Snacks, a sixth-generation, family-operated hard pretzel maker in Reading, Pennsylvania, increased hourly wages by $2 for all 85 of his employees. The company also hired additional temporary employees to provide a backup workforce. Spannuth says the move helped persuade employees with possible symptoms to stay at home by easing the guilt that employees can have about not coming in and potentially increasing the workload on their colleagues.

“The last thing we wanted our employees to do was get worn out from working too many hours and then have their immune system compromised because of it,” says Spannuth.

Helping Employees Connect

Andrea Ahern, vice president of Mid Florida Material Handling, a material handling company in Orlando, Florida, says it was difficult to keep morale up when the business was clearly struggling; employees were uncertain about the company’s future, and their own. To help ease the stress, the company held a wide array of picnic-style meals in the company’s parking lot. It was a light distraction that still followed Centers for Disease Control and Prevention guidelines. Now, she says, morale has started to rise.

“With the release of the vaccine and the so-called ‘light at the end of the tunnel,’ we’re starting to see the industry get a lift in activity, and associates feel good when they know their jobs aren’t at risk. However, it wasn’t always this way.”

These kinds of events can, of course, also take place virtually. Company leaders across industries are encouraging staff to treat Zoom as a virtual water cooler. But while casual online gatherings after work can help colleagues maintain friendly relationships, they can also contribute to “Zoom fatigue”–the drained feeling that comes after a long day of video calls, which often require more concentration than in-person meetings.

Matt McCambridge, co-founder and CEO of Eden Health, a primary/collaborative care practice based in New York, says while his teams hold regular virtual water coolers, they switch it up. For example, the company hosted an interactive “dueling pianos” virtual event over the holidays, as well as a magic show.

Better Communication From the Top

Communicating support work-life balance at a time when many people are remote and facing trauma is critical. Neumark notes that when her catering company was pivoting and in the process of providing hundreds, if not thousands, of meals, the team was relying mostly on sheer adrenaline. Months later, now that the novelty is gone and fatigue has fully set in, the boundaries she set are crucial.

One rule, for example, is weekends off, unless there’s an urgent, unavoidable request. “The weeks are still so intense, and people need their private time right now,” says Neumark.

It’s essential that leaders understand the issues their employees may be facing and not try to gloss over them, says Dr. Benjamin F. Miller, a psychologist and chief strategy officer of Well Being Trust, a foundation aimed at advancing mental and social health. “When your boss is pretending that everything is OK, it doesn’t create a conducive work environment for someone to talk about having a bad day,” says Miller. That’s one reason virtual water coolers often fail, he notes. While they’re great at getting people together, there’s little benefit if people can’t speak openly and honestly.

It’s also OK to tell employees that you, as a leader, are not having an easy time. Showing vulnerability doesn’t show weakness, Miller adds. You’re setting an example that shows that it’s OK to be honest and acknowledge that not everyone is not having the best time. If you aren’t aware that someone is in a crisis, he says, you may lose the opportunity to reach out to that person and help.

By Brit Morse @britnmorse

How Educators Can Master Working In a Hybrid Learning Environment

Unfortunately, time management is far more difficult now versus pre-pandemic. The findings from Doodle’s “Time Management in Education” study support this, with over a third of the surveyed college students (37 percent) saying it has been harder to manage their time and stay productive now that lectures have moved online. This is a serious issue, as a majority of students (66 percent) say that time management is extremely important in regards to their ability to meet their academic goals.

On top of this, nearly half of students (42 percent) say that they’re working more now that classes have gone virtual. And they’re very concerned about the long-term impact on their academic success, with 71 percent of students saying that they’re either extremely worried, or somewhat worried, that the shift to online-only education will negatively impact their academic success.

On the surface, these stats might seem like they paint an abysmal outlook for the future of education in a COVID-19 world. But I think there’s a way to right the ship and technology will play a huge role in doing so. This is a great opportunity for academic institutions to change their processes and implement new technologies. It’s not about stripping away all existing processes and systems that have been in place for decades.

Rather, it’s about making small, impactful changes. It’s also about implementing the right technology solutions to facilitate the kinds of change that will allow academic institutions to deliver the best experience possible to students, faculty members and administrative staff, while helping them to be highly productive, focused and successful in achieving their goals.

For students who are already digital natives and accustomed to using upwards of 15 digital tools/apps daily, technology can be tremendously useful in cutting down on administrative tasks like coordinating office hours with their professors, 1:1 guidance sessions with faculty advisors and group study sessions with classmates. That’s time that can be refocused and reinvested into studying, writing papers and devising their graduation strategy.

Not only does technology make learning more flexible and convenient as 55 percent of the surveyed students reported in the Doodle study, but it also creates a more engaged and collaborative environment. For example, 16 percent of students say they value how technology makes it easier to collaborate with classmates and 13 percent see it as being useful in increasing access to their professors and faculty members.

Now consider introverted students who may have once shied away from speaking up in front of their classmates. They can be more active participants in their online classes in the safety of their homes and with the option to turn off their camera to reduce their anxiety and shyness of being ‘seen’ while participating. It takes some of the pressure off, allowing them to focus on learning and excelling in their classes.

Technology can also add efficiencies for busy educators by cutting down on context-switching. For example, using a scheduling tool that is integrated with video conferencing software like Zoom will eliminate the need to toggle back and forth between both solutions. It can also address the all-too-common problem of forgetting to create, copy and paste a Zoom link into each calendar invite. If it’s integrated into your scheduling tool, then the Zoom link is automatically populated and added into each calendar invite. That’s less tedious work for educators and more time spent on guiding students to academic success and achieving their own goals.

To help, I have outlined some useful tips for professors, faculty, administrative staff and students.

Tips for teachers/professors, faculty and administrative staff:

Use a communication platform, like Slack, to interact and pass essential messages on to students, fellow professors, faculty members and administrative staff. Answering questions in a way that all can see means you won’t be asked the deadline for that paper 40 times. Having an open, real-time communication link between students and professors means more questions are likely to be answered online, rather than during lengthy one-to-one meetings, while students get answers when they need them.
Schedule one-to-ones with individual students whom you teach or advise. Use this time to gauge how they’re feeling. Don’t talk about the class curriculum, their grades or academic performance. Focus on their emotional wellbeing.
Set up group meetings with your department heads and administrative staff to understand how everyone’s workload is being affected. Does anyone have concerns? Are everyone’s needs being met? Does everyone have the necessary resources and tools to be effective educators? Asking these questions is critical to empowering your faculty and staff to do their jobs well and support your students.
Record key sessions so students can revisit them when studying for exams, catch up on them if they missed a lecture and even use the recordings for future study groups.

Tips for students:

Slice and dice projects into smaller, manageable chunks.
Focus on one task at a time. Don’t switch back and forth between assignments. Only move to a new task once a single task has been completed.
Automate administrative tasks, like scheduling study sessions and office hours with professors, so time can be better spent on engaging in class, studying and getting feedback from professors.
Pay attention to your productivity flows and energy levels. When your productivity is highest, use that time to focus on a larger, high-priority assignment.
Use time blocking to make yourself unavailable for meetings, activities or anything else and dedicate that time to important tasks/projects. So if anyone tries to book time in your calendar, it will appear as unavailable.
Set up assignment/project deadlines in your calendar so your grades don’t suffer simply because you forgot a deadline.

By: Renato Profico

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Digital Education: How AI Can Help Reach Students Online and Offline

Next articleFlyOnTheWallApprentice – Bringing the Apprenticeship into the 21st Century Renato Profico https://doodle.com/

Renato Profico is the CEO of the leading enterprise scheduling tool, Doodle. A qualified executive with 20 years of professional experience in digital companies, he most recently held the position of CEO for four years at a leading job platform network in Switzerland, JobCloud. In addition to his extensive leadership experience, Renato is an expert in B2B sales, marketing, business development, customer relationship management, as well as organizational structure and development.

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The Future Of Jobs And Education

The world of work has been changing for some time, with an end to the idea of jobs for life and the onset of the gig economy. But just as in every other field where digital transformation is ongoing, the events of 2020 have accelerated the pace of this change dramatically.

The International Labor Organization has estimated that almost 300 million jobs are at risk due to the coronavirus pandemic. Of those that are lost, almost 40% will not come back. According to research by the University of Chicago, they will be replaced by automation to get work done more safely and efficiently.

Particularly at risk are so-called “frontline” jobs – customer service, cashiers, retail assistant, and public transport being just a few examples. But no occupation or profession is entirely future proof. Thanks to artificial intelligence (AI) and machine learning (ML), even tasks previously reserved for highly trained doctors and lawyers – diagnosing illness from medical images, or reviewing legal case history, for example – can now be carried out by machines.

At the same time, the World Economic Forum, in its 2020 Future of Jobs report, finds that 94% of companies in the UK will accelerate the digitization of their operations as a result of the pandemic, and 91% are saying they will provide more flexibility around home or remote working.

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If you’re in education or training now, this creates a dilemma. Forget the old-fashioned concept of a “job for life,” which we all know is dead – but will the skills you’re learning now even still be relevant by the time you graduate?

One thing that’s sure is that we’re moving into an era where education is life-long. With today’s speed of change, there are fewer and fewer careers where you can expect the knowledge you pick up in school or university to see you through to retirement. MORE FOR YOUThese Are The World’s Best Employers 2020 The Value Of Resilient Leadership Employers Must Act Now To Mitigate The Impacts Of The Pandemic On Women’s Careers

All of this has created a perfect environment for online learning to boom. Rather than moving to a new city and dedicating several years to studying for a degree, it’s becoming increasingly common to simply log in from home and fit education around existing work and family responsibilities.

This fits with the vision of Jeff Maggioncalda, CEO of online learning platform Coursera. Coursera was launched in 2012 by a group of Stanford professors interested in using the internet to widen access to world-class educational content. Today, 76 million learners have taken 4,500 different courses from 150 universities, and the company is at the forefront of the wave of transformation spreading through education.

“The point I focus on,” he told me during our recent conversation, “is that the people who have the jobs that are going to be automated do not currently have the skills to get the new jobs that are going to be created.”

Without intervention, this could lead to an “everyone loses” scenario, where high levels of unemployment coincide with large numbers of vacancies going unfilled because businesses can’t find people with the necessary skills.

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The answer here is a rethink of education from the ground up, Maggioncalda says, and it’s an opinion that is widely shared. Another WEF statistic tells us 66% of employers say they are accelerating programs for upskilling employees to work with new technology and data.Models of education will change, too, as the needs of industry change. Coursera is preparing for this by creating new classes of qualification such as its Entry-Level Professional Certificates. Often provided directly by big employers, including Google and Facebook, these impart a grounding in the fundamentals needed to take on an entry-level position in a technical career, with the expectation that the student would go on to continue their education to degree level while working, through online courses, or accelerated on-campus semesters.

“The future of education is going to be much more flexible, modular, and online. Because people will not quit their job to go back to campus for two or three years to get a degree, they can’t afford to be out of the workplace that long and move their families. There’s going to be much more flexible, bite-sized modular certificate programs that add up to degrees, and it’s something people will experience over the course of their working careers,” says Maggioncalda.

All of this ties nicely with the growing requirements that industry has for workers that are able to continuously reskill and upskill to keep pace with technological change. It could lead to an end of the traditional model where our status as students expires as we pass into adulthood and employment.

Rather than simply graduating and waving goodbye to their colleges as they throw their mortarboards skywards, students could end up with life-long relationships with their preferred providers of education, paying a subscription to remain enrolled and able to continue their learning indefinitely.

“Because why wouldn’t the university want to be your lifelong learning partner?” Maggioncalda says.

“As the world changes, you have a community that you’re familiar with, and you can continue to go back and learn – and your degree is kind of never really done – you’re getting micro-credentials and rounding out your portfolio. This creates a great opportunity for higher education.”

Personally, I feel that this all points to an exciting future where barriers to education are broken down, and people are no longer blocked from studying by the fact they also need to hold down a job, or simply because they can’t afford to move away to start a university course.

With remote working increasingly common, factors such as where we happen to grow up, or where we want to settle and raise families, will no longer limit our aspirations for careers and education. This could lead to a “democratization of education,” with lower costs to the learner as employers willingly pick up the tab for those who show they can continually improve their skillsets.

As the world changes, education changes too. Austere school rooms and ivory-tower academia are relics of the last century. While formal qualifications and degrees aren’t likely to vanish any time soon, the way they are delivered in ten years’ time is likely to be vastly different than today, and ideas such as modular, lifelong learning, and entry-level certificates are a good indication of the direction things are heading.

You can watch my conversation with Jeff Maggioncalda in full, where among other topics, we also cover the impact of Covid-19 on building corporate cultures and the implications of the increasingly globalized, remote workforce. Follow me on Twitter or LinkedIn. Check out my website.

Bernard Marr

Bernard Marr is an internationally best-selling author, popular keynote speaker, futurist, and a strategic business & technology advisor to governments and companies. He helps organisations improve their business performance, use data more intelligently, and understand the implications of new technologies such as artificial intelligence, big data, blockchains, and the Internet of Things. Why don’t you connect with Bernard on Twitter (@bernardmarr), LinkedIn (https://uk.linkedin.com/in/bernardmarr) or instagram (bernard.marr)?

World Economic Forum

The Future of Jobs report maps the jobs and skills of the future, tracking the pace of change. It aims to shed light on the pandemic-related disruptions in 2020, contextualized within a longer history of economic cycles and the expected outlook for technology adoption, jobs and skills in the next five years. Learn more and read the report: wef.ch/futureofjobs2020 The World Economic Forum is the International Organization for Public-Private Cooperation. The Forum engages the foremost political, business, cultural and other leaders of society to shape global, regional and industry agendas. We believe that progress happens by bringing together people from all walks of life who have the drive and the influence to make positive change. World Economic Forum Website ► http://www.weforum.org/ Facebook ► https://www.facebook.com/worldeconomi… YouTube ► https://www.youtube.com/wef Instagram ► https://www.instagram.com/worldeconom… Twitter ► https://twitter.com/wef LinkedIn ► https://www.linkedin.com/company/worl… TikTok ► https://www.tiktok.com/@worldeconomic… Flipboard ► https://flipboard.com/@WEF #WorldEconomicForum

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Collaborative Tech: Must-Haves For Workplace Flexibility

Cubicles and 9-to-5 schedules are becoming relics of the past in today’s highly competitive labor market, where top talent demands a new paradigm.

The Capital One 2019 Work Environment Survey found that 61 percent of professionals expect their next employer to offer flexible hours, and 54 percent expect the ability to work remotely.

“Flexibility to work outside traditional business hours and the four walls of the office is no longer just a nice-to-have for today’s professionals–it’s an expectation,” says Stefanie Spurlin, vice president of workplace solutions at Capital One.

To meet those expectations, business leaders must make smart technology choices, especially in the area of collaboration. Employers must provide solutions that make it easy for employees to stay up-to-date with what’s happening in the office and to collaborate with their coworkers while they are traveling or working remotely.

Video meeting and conferencing solutions, real-time collaboration tools like chat services, and internal mobile apps are becoming the office products of the new workplace, as ubiquitous as fax machines in the pre-digital age.

“The goal is to find tools that build connectivity across geographies and locations, allowing teams and individuals to work as if they are sitting together,” Spurlin says.

While pursuing those objectives, business leaders must also keep in mind the type of work being done, especially the distinction between synchronous (people working at the same time) and asynchronous (people working at different times) work, says Anita Williams Woolley, associate professor of organizational behavior and theory at Carnegie Mellon University’s Tepper School of Business.

“When you think about project-based work, there’s usually some combination of the two involved,” she says.

The Time Zone Challenge

Employees working in different time zones often have limited opportunity for real-time communications. This geographical divide drives a need for technology solutions that enable workers to clearly record what they’ve done and organize information so their coworkers can find it easily and pick up where they left off.

“Documents should allow threaded discussion in the text by enabling comments and allowing users to ask questions so colleagues can come in later, look at the document, and catch up easily,” Woolley says. Robust document storage and threaded conversations on chat platforms are also important.

Whether employees are separated by thousands of miles and multiple time zones or just a couple of floors in an office building, technology plays a critical role in helping them to maximize their job performance. When asked which technologies would improve job performance and success at work, 75 percent of respondents in the Capital One 2019 Work Environment Survey cited video meeting or conferencing capabilities and 74 percent mentioned real-time collaboration tools.

“Putting the proper technologies in place to help people connect just as easily with their colleagues when working remotely as if they were in the office together gives employees the freedom to work away from their desks without feeling like they are sacrificing interaction with their coworkers,” Spurlin says.

Helping Leaders Meet Management Challenges

Technology also helps business leaders meet the challenges of managing a multi-geography workforce. When employees are working in multiple locations, extra effort on the part of managers may be required to make sure those employees feel connected.

As Spurlin explains,“they should feel empowered to approach the manager digitally, perhaps via chat or a quick text, the same way an employee in the office may swing by a manager’s office to ask for a few minutes to check in.”

Making video rather than phone calls–the default means of connecting for check-ins or status meetings with employees working in different locations–is one way business leaders can leverage technology in this effort. Doing so ensures that valuable face-to-face meeting time is regularly scheduled.

“People management is one of the things that is really changing as the workforce becomes more and more distributed, but technology enables managers to bridge any gaps and facilitate different management styles or needs,” Spurlin says.

Flexibility is an increasingly important consideration for today’s employees when evaluating job opportunities and comparing prospective employers. Eighty-one percent of respondents in the 2019 Capital One 2019 Work Environment Survey cite flexible schedules as one of their top two reasons to stay with a company.

“With that in mind, companies can gain an edge by putting technology solutions in place that will help to foster a collaborative work environment and better work-life integration for employees,” Spurlin says.

By: Capital OneView

Source: Collaborative Tech: Must-Haves For Workplace Flexibility

Tag: employee education

5 Workplace Behaviors That Impact Employee Mental Health

1. Having a “hustle” culture

A small fix:

2. Sending work emails or messages after hours

A small fix:

3. Only engaging in “shop-talk”

A small fix:

4. Only having group chats and check-ins

A small fix:

5. Not talking about mental wellness

A small fix:

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As Pandemic Fatigue Sets In at Work, Employers Try to Help

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How Educators Can Master Working In a Hybrid Learning Environment

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1. Having a “hustle” culture

A small fix:

2. Sending work emails or messages after hours

A small fix:

3. Only engaging in “shop-talk”

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4. Only having group chats and check-ins

A small fix:

5. Not talking about mental wellness

A small fix:

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