Tag: employeehealth

Why Your Return to the Office Requires Two Workplace Safety Policies

Operating amid the pandemic has entered a new phase of difficulty–particularly for employers of both vaccinated and unvaccinated workers. Shortly after the CDC updated its guidelines on May 13, noting that vaccinated individuals no longer needed to wear facemasks indoors, the Occupational Safety and Health Administration (OSHA), a federal agency that oversees workplace health and safety, updated its Covid-19 guidance.

On June 26, OSHA updated guidance in compliance with the CDC to help employers protect workers who are still not vaccinated, with a special emphasis on industries with prolonged close-contacts such as meat processing, manufacturing, seafood, and grocery and high-volume retail. The guidance includes protocols for social distancing, mask wearing, and other health procedures meant to keep both parties safe.

Considering that just 52 percent of the U.S. population is fully vaccinated against the coronavirus, chances are some of your employees have yet to get a jab. That means if you’re planning a return to the office, you’ll also need to create two separate workplace health policies.

These policies will be different from business to business, depending on the level of community spread in a given location and the level of contact employees have with the public. But acting is a must, says David Barron, labor and employment attorney at Cozen O’Connor. Failing to address a stratified workplace–or even just relying on the honor system–could lead to legal trouble, a loss of morale, turnover, and employees falling sick.

Founders like Dominique Kemps aren’t taking any chances. Her business, GlassExpertsFL, a commercial glass repair company, is located in Miami. Florida overall has been particularly hard hit by the Delta variant, a more contagious strain of the coronavirus. Daily, about 10 in 100,000 people are contracting the coronavirus by way of the Delta variant. As of July 2, only 46 percent of the population of Florida was fully vaccinated, according to the CDC.

Kemps has devised two separate physical workspaces: one for vaccinated employees and another for those who remain unvaccinated. Also for unvaccinated employees, meetings are held virtually, while vaccinated employees can wear a mask and attend if desired. Vaccinated employees can also eat lunch together, while Kemps has asked unvaccinated employees to eat in a designated area. “Frankly,” she says, “it hasn’t been easy.”

Here’s how to ease the transition:

1. Request vaccination information.

Before you make any decisions regarding which policies to enact, first ask and keep track of who is vaccinated and who isn’t, says Dr. Shantanu Nundy, chief medical officer at Accolade, a benefit provider for health care workers. An employer can request a copy of an employee’s vaccination card or other proof, which should help you determine how much of your workforce falls under one policy or another.

If you opt to review vaccination information, note that anything you collect must be considered confidential information that has to be kept private in files that are separate from personnel files. A failure to do so may result in anti-discrimination violations under the Americans With Disabilities Act and the Genetic Information Nondiscrimination Act, two laws that protect workers from health status discrimination.

2. Overcommunicate any policy changes.

It’s also crucial to communicate any change in policy openly. Robert Johnson, founder of Sawinery, a Windsor, Connecticut-based creator of woodworking projects, divided workers into two shifts, the first for vaccinated individuals, and another for unvaccinated workers. He’s made it clear to his staff that he’s waiting until everyone is vaccinated before returning to the original schedule.

“The structure won’t compromise anyone’s safety and everyone can work without any worries in mind,” says Johnson.

3. Stay flexible.

If anything has been true about the pandemic, it’s that things can change rapidly. As such, Nundy recommends clarifying that policies are flexible and may be subject to change. Some unvaccinated folks may want to leave if they feel they’re being treated differently, such as not being allowed into the office. Some smart wording can easily allay these concerns, he says. Instead of telling unvaccinated employees that they’re not welcome in the office again, make it clear that the policies are temporary–if that’s the case, of course–and that you’re open to feedback, adds Nundy.

The occupational safety and health policy defines the goals for the occupational health and safety work in the workplace and for activities that promote the working capacity of the staff. The policy also describes occupational health and safety responsibilities and the way of organizing the cooperation measures. The preparation of the occupational safety and health policy is based on the Occupational Safety and Health Act. The policy is employer-specific and applies to all employers.

By: Brit Morse, Assistant editor, Inc.@britnmorse

Source: Why Your Return to the Office Requires Two Workplace Safety Policies | Inc.com

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Critics:

Workplace wellness is any workplace health promotion activity or organizational policy designed to support healthy behavior in the workplace and to improve health outcomes. Known as ‘corporate wellbeing’ outside the US, workplace wellness often comprises activities such as health education, medical screenings, weight management programs, on-site fitness programs or facilities.

Workplace wellness programs can be categorized as primary, secondary, or tertiary prevention efforts, or an employer can implement programs that have elements of multiple types of prevention. Primary prevention programs usually target a fairly healthy employee population, and encourage them to more frequently engage in health behaviors that will encourage ongoing good health (such as stress management, exercise and healthy eating).

Secondary prevention programs are targeted at reducing behavior that is considered a risk factor for poor health (such as smoking cessation programs and screenings for high blood pressure). Tertiary health programs address existing health problems (for example, by encouraging employees to better adhere to specific medication or self-managed care guidelines).

References:

How To Integrate Well-Being Into Work So Employees Perform And Feel Their Best

While executives have long recognized that well-being is important, the COVID-19 pandemic brought home how significant it really is. Organizations suddenly found themselves called upon to prioritize workers’ physical and mental well-being as a matter of survival, as protecting their health and alleviating their stress became critical to operations. Work and life, health, safety, and well-being became inseparable.

Even before COVID-19, though, well-being was rising on the organizational agenda. In fact, well-being was the top-ranked trend in Deloitte’s 2020 Global Human Capital Trends study, with 80% of nearly 9,000 survey respondents identifying it as important or very important to their organization’s success.

Shifting realities: COVID crisis casts a new light on the importance of well-being

Against that backdrop, when COVID-19 took hold, the crisis cast new light on the importance of well-being and made us acutely aware of the consequences when well-being is put at risk. Many organizations took quick action to redirect resources toward making work safe and keeping workers healthy, for example by moving workers into remote work arrangements, implementing testing and contact tracing strategies for on-site workers, and establishing new programs for emergency medical leave, childcare and eldercare support, and physical, mental, and financial health.

As the pandemic went on, well-being remained paramount in many organizational leaders’ minds. Conversations about the toll of social isolation and economic recession on workers’ mental and emotional health entered the public dialogue and keeping workers physically healthy and safe continued to be a top priority.

Workers prioritize transforming work for well-being more highly than executives

Even so, there is a continuing disconnect between employers and workers when it comes to prioritizing well-being. When asked, “What are the most important outcomes you hope to achieve in your work transformation efforts in the next one to three years?” respondents cited improving quality, increasing innovation, and improving worker well-being. But improving well-being was the second-to-last outcome identified by executives.

HR executives were slightly more deliberate than non-HR executives about focusing on well-being as an important outcome, with 20% of HR executives selecting it as a priority, compared with 15% of non-HR executives. But designing well-being into work cannot be done by HR alone. The incorporation of well-being into work must be done symphonically, championed by leaders at every level and in every function if it is to make a meaningful difference.

Organizations can take a variety of actions to integrate well-being into work

Organizations looking to build well-being into work should consider actions, policies, and mandates at three levels – individual, team and organizational. And they should take into account five environments in which they’re designing work, including, cultural, relational, operational, physical, and virtual. For example, here are a few actions leaders can take:

At the organizational level:

  • Form teams based on worker preferences, working styles and personal needs
  • Embed well-being criteria in work scheduling, performance management processes, leadership evaluations and rewards and recognition programs
  • Design work environments to support workers’ physical, mental and emotional health needs

At the team level:

  • Model well-being behaviors such as taking micro-breaks or making only certain meetings video-based
  • Enable team agency and choice by allowing teams to adopt well-being practices best suited to their needs
  • Leverage physical workspaces that promote team collaboration and performance
  • Use new technologies, like virtual reality, to train team members to navigate stressful situations (e.g., interacting with a frustrated customer)

At the individual level, people should also take ownership over their well-being by being proactive and vocal about their well-being needs, checking in more frequently with colleagues and leveraging wearable technologies and apps to help master distractions, increase mindfulness and reduce anxiety.

The design of well-being into work is a practice that must be developed, strengthened and flexed over time to be effective. As work itself changes at a rapid pace, the ways that an organization supports individual and team well-being must adapt in tandem. It’s no longer about achieving work-life balance. The pandemic has shown us that well-being is not about balancing work with life but integrating them.

When an organization is able to successfully design well-being into work, well-being becomes indistinguishable from work itself, embedded across all organizational levels and environments to drive and sustain not only human performance but also human potential.

Erica Volini

Erica Volini

Erica Volini is the Global Human Capital leader for Deloitte Consulting. Throughout her career, she has worked with some of the world’s leading organizations to link…

Jen Fisher

Jen Fisher

Jen Fisher is leading voice on workplace well-being and creating human-centered organizational cultures. She frequently speaks and writes about building a culture of well-being at work and hosts WorkWell, a podcast series on the latest work-life trends. Jen currently serves as Deloitte’s chief well-being officer in the United States, where she drives the strategy and innovation around work-life, health, and wellness. In her role, she empowers Deloitte’s people to prioritize their well-being so they can be at their best in both their professional and personal lives. Jen is a healthy lifestyle enthusiast and seeks to infuse aspects of wellness in everything she does. She believes self-care is a daily pursuit and considers herself an exercise fanatic, sleep advocate, and book nerd! As a breast cancer survivor, she is passionate about advocating for women’s health and sharing her recovery journey. Jen lives in Miami with her husband, Albert and dog, Fiona

Source: How To Integrate Well-Being Into Work So Employees Perform And Feel Their Best

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Extra Support To Employees Working At Home
http://www.actassociates.co.uk – February 18
[…] See the bottom of this article for a free interactive PDF created to measure wellbeing in employees working from home […]
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eQuoo – The Game Changer for Mental Health by Richard Cronin
http://www.linkedin.com – February 16
[…] The company found that the gamified app significantly increases mental wellbeing in employees […]
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Becoming a Leader Who Promotes Wellbeing
invistainsights.com – February 15
[…] Increased wellbeing in employees has good outcomes for an organization, including better productivity and lower turnover rates […]
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What should we do about digital fatigue?
http://www.personneltoday.com – February 15
[…] over the past year, it has become an overwhelming contributing factor in poor mental health and wellbeing in employees […]
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Do you have corporate wellness initiatives at work
preview.mailerlite.com – February 10
[…] as an effective way to relieve stress, strengthen the body and mind, and improve overall health and wellbeing in employees […]
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Reskilling for the FM Sector
http://www.twinfm.com – January 6
[…] shows… that [encouraging] learning, growth and self-determination leads to higher performance and wellbeing” in employees, and leads to higher staff retention rates […]
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RESKILLING THE WORKFORCE FOR THE FM SECTOR – Blog
http://www.300northrecruit.co.uk – December 10, 2020
[…] shows… that [encouraging] learning, growth and self-determination leads to higher performance and wellbeing” in employees, and leads to higher staff retention rates […]
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Work With Me
wildsoul.ie – November 4, 2020
[…] as an effective way to relieve stress, strengthen the body and mind, and improve overall health and wellbeing in employees […]
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What should employers do to promote Mental Wellbeing in the Workplace?
http://www.michelmores.com – October 7, 2020
[…] Failing to actively ensure wellbeing in employees, even when they are working remotely, can give rise to a number of claims such as discrimination […]
1
Four Effective Ways to Prioritise Mental Health and Wellbeing | Primedge Insights
insights.primedge.com.au – August 30, 2020
[…] In doing this, business leaders cultivate mental wellbeing in employees while minimising feelings of powerlessness — they listen, engage and trust their employees […]
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How to Boost Employee Engagement –
http://www.tempworks.com – February 13, 2020
[…] Personal fulfillment and wellbeing in employees often correlate to their engagement in the workplace […]
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Effects of mindfulness-based stress reduction on psychological distress in health workers: A three-arm parallel randomized controlled trial
pubmed.ncbi.nlm.nih.gov – January 1, 2020
Mindfulness-based Stress Reduction (MBSR) has shown good efficacy for improving wellbeing in employees experiencing occupational stress […]
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5 Ways to Increase Morale When You’re in Charge of an Unmotivated Team
silverliningpsychology.com – December 10, 2019
[…] Nourishers work to promote better health and wellbeing in employees, giving them the inner tools they need to generate feelings of positivity […]
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Peeling the mandarin: organisational change and mental health
http://www.themandarin.com.au – June 24, 2019
[…] by managers and supervisors around times of organisational change often leads to negative mental wellbeing in employees […]
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Exploring the Human Factor at the SLASSCOM People Summit 2019 –
http://www.readme.lk – March 26, 2019
[…] When great minds meet at SLASSCOM People Summit 2019 Carrying forward the conversation on wellbeing in employees, there was also a panel discussion at the SLASSCOM People Summit 2019 […]
3
Employee Benefits Trends in 2019
jsbenefitsgroup.com – March 11, 2019
[…] When framing policies that boost mental wellbeing in employees, organizations will likely consider common mental illnesses such as anxiety, addiction, depression, […]
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Big things ahead for Mental Health Research in 2019
blackdoginstitute.org.au – January 2, 2019
[…] HeadGear is a smartphone app-based intervention that aims to prevent mental illness and increase wellbeing in employees […]
1
Does your leadership style positively contribute to employee well-being?
http://www.talent360.co.za – November 30, 2018
[…] A lack of wellbeing in employees can ultimately lead to attrition and absenteeism, which place pressure on a company’s productivit […]

 

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/

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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.

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PayPal CEO Dan Schulman Explains His Strategy For Investing In Employees’ Financial Health

Last year, PayPal PYPL -0.2% CEO Dan Schulman commissioned a study to understand how many of his employees were financially strapped. “I was almost positive the response would be, ‘No, we’re not, because you’re paying so well,’” Schulman said Wednesday at Forbes’ JUST 100 virtual summit. Internal research had shown that staff salaries were at or above market rates.

But the study’s results painted a different picture. “In all of our call centers and among our entry-level employees—more than 10,000 people inside of PayPal—two-thirds of that employee base struggled to make ends meet. That was such a huge wake-up call for me,” he said. 

Hedge fund manager and philanthropist Paul Tudor Jones II spoke on the panel with Schulman and noted that, for every year he has done research for the JUST 100 list of the most responsible public companies, “The number-one element of what makes a just company is pay and living wage.” The research polls thousands of Americans to identify what factors they deem most important in defining fair corporate behavior.

In October 2019, Schulman responded to the troubling survey results by lowering the cost of healthcare for employees by 60%. He gave every worker equity in PayPal, raised salaries and rolled out a financial education program to encourage saving. The changes reportedly cost tens of millions of dollars.  Recommended For You

Then PayPal did another poll to see if the changes had an impact. “Employees were four times more engaged, and three times less likely to leave the company,” Schulman said.

Higher morale creates a workforce that serves customers better and leads to better shareholder returns, the CEO believes. His company’s stock has risen nearly 90% this year, reaching a market value of $235 billion. “This idea that making a profit and having a purpose as a company are at odds with each other is fundamentally wrong. I actually think if you don’t have a purpose as a company, you don’t see your workers as your most valuable asset and you minimize your profitability.”

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Jeff Kauflin

Jeff Kauflin

I cover fintech, cryptocurrencies, blockchain and investing at Forbes. I’ve also written frequently about leadership, corporate diversity and entrepreneurs. Before Forbes, I worked for ten years in marketing consulting, in roles ranging from client consulting to talent management. I’m a graduate of Middlebury College and Columbia Journalism School. Have a tip, question or comment? Email me jkauflin@forbes.com or send tips here: https://www.forbes.com/tips/. Follow me on Twitter @jeffkauflin. Disclosure: I own some bitcoin and ether.

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PayPal reported a record amount of new active accounts added to its platform in April, but it saw a drop in quarterly profit as the Covid-19 pandemic weighs on consumer spending. PayPal President and CEO Dan Schulman, joins “Squawk Box” to discuss.

For more coronavirus live updates: https://www.cnbc.com/2020/05/04/coron… For access to live and exclusive video from CNBC subscribe to CNBC PRO: https://cnb.cx/2JdMwO7 » Subscribe to CNBC TV: https://cnb.cx/SubscribeCNBCtelevision » Subscribe to CNBC: https://cnb.cx/SubscribeCNBC » Subscribe to CNBC Classic: https://cnb.cx/SubscribeCNBCclassic Turn to CNBC TV for the latest stock market news and analysis. From market futures to live price updates CNBC is the leader in business news worldwide. Connect with CNBC News Online Get the latest news: http://www.cnbc.com/ Follow CNBC on LinkedIn: https://cnb.cx/LinkedInCNBC Follow CNBC News on Facebook: https://cnb.cx/LikeCNBC Follow CNBC News on Twitter: https://cnb.cx/FollowCNBC Follow CNBC News on Instagram: https://cnb.cx/InstagramCNBC

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8 Physical Risks of an Unhealthy Work Environment

Some fast-paced, high-pressure workplaces take a physical toll on their workers. This is counterproductive to the employers because it decreases worker productivity and increases costs. For the employees, they may be literally working themselves to death. Some of the physical effects of an unhealthy workplace include:

1. Carpal Tunnel Syndrome

According to the Mayo Clinic, carpal tunnel syndrome can be caused by conditions in the workplace that cause repetitive flexing of the wrist, which can damage the median nerve or exacerbate any existing damage. Carpal tunnel syndrome can affect workers who use computers all day, grocery checkers, and assembly line workers, especially if you work in a cold environment.

2. Back Injuries

The main causes of back injuries in the workplace include inadequate training, improper lifting technique, rushing, and a skewed perception of the risks involved with lifting. Once you injure your back, you are significantly more likely to experience another back injury in the future. Employers need to make sure employees who lift have safety gear and are well-trained.

3. Illnesses From Exposure to Toxins

Exposure to toxic substances on the job can cause respiratory, renal, cardiovascular, and reproductive harm. The Occupational Safety and Health Administration (OSHA) requires employees to have protocols in place to reduce workers’ exposure to chemical hazards and toxic substances. Any violation of these standards should be reported to OSHA.

4. Hypertension 

Working long hours can increase your risk of developing high blood pressure, which is also known as hypertension. This condition can have serious effects on your health including aneurysm, strokes, heart damage, kidney failure, and even damage to your vision. If you’re working overtime, you may need to cut back your hours to protect your health.

5. Fatigue

According to OSHA, fatigue can have serious health effects. Aside from reducing your alertness and impairing your ability to make decisions, it can affect your memory and your ability to concentrate. It can also cause you to be irritable and unmotivated. Workplace fatigue can be deadly if you are a driver or you work with machinery, and it can also cause heart problems.

6. Digestive Issues

Workplace fatigue can also cause digestive problems that have symptoms similar to those experienced with irritable bowel syndrome. These can include diarrhea, nausea, constipation, and bloating. These symptoms can also be caused by stress in the workplace. Work stress can also cause you to produce excess stomach acid, leading to indigestion and heartburn.

7. Diabetes

Depression, stress, and anxiety at work can lead to the development of type 2 diabetes, and there is no cure for this condition. When you’re under stress, your body may not release its insulin. This will eventually cause an excess of glucose in your blood. The longer you’re under stress for, the higher your glucose levels will become. 

8. Injuries From Accidents or Explosions

Millions of Americans are injured in non-fatal workplace accidents each year, and approximately 5,000 workers are killed on the job annually. Slip, trip, and fall accidents, fires, explosions, and violence cause many disabilities. They also cost employers millions of dollars. Most of these are preventable injuries that wouldn’t have happened with better training and equipment.

Any of these physical effects of toxic workplaces can lead to lost wages, missed work, and in the most serious cases the permanent inability to work. If you’re experiencing any of these health conditions due to your job, you’re in an unhealthy work environment.

By: CareerMetis

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