The pandemic, the lockdowns, the halt of economic and social activity, the great resignation and the comeback at work have done nothing less than exacerbate our levels of stress, anxiety and uncertainty. Remote work during covid led to poor communication practices and often a low sense of connection to or support from one’s colleagues or manager.
The mental health disruption had a great reflection both on the interpersonal as well as the organisational level. Employers were suddenly faced with employees’ burnout, disconnection and low engagement – leading to a lost sense of purpose.
How many employers were able to address the organisational dimension of mental health?
Employers had to shift from seeing mental health as an individual challenge to a collective priority. Given all the workplace factors at play, companies can no longer compartmentalise mental health as an individual’s responsibility to address alone through self-care, mental health days, or employee benefits. New practices require a culture change, more sustainable ways of working that embrace flexibility and a deeper connection between managers and employees.
Is your organisation equipped to handle the emerging disruption amid the health crisis – war – inflation, and coming back to the office?
Are your people resilient and adaptable enough to withstand unpredictable threats and change?