Prioritising time management & health

Organisations that prioritise work-life wellness look to improve employee health and wellbeing whilst assuring workplace goals are accomplished. The Covid-19 pandemic has undoubtedly wrought havoc on individuals across the globe, increasing the prevalence of mental health conditions and job insecurity because of widespread health risks and employment redundancies.

Covid-19 stress syndrome includes contamination and socioeconomic concerns, along with xenophobia, trauma symptoms, and so forth (Taylor et al., 2020).

One study conducted by Montano & Acebes (2020) found that Covid-19 specifically predicted increased levels of stress, anxiety, and depression. Employees must find ways to overcome challenges brought with the pandemic, but several responsibilities fall onto organisations to provide support from a structural level.

How can employees take the reins on their work-life wellness? “For one, having the strength to say that you cannot take on any more tasks” began Elizabeth, “It’s going to be an honest strength, so you’ve to be really conscious that you’re working effectively in your working day.”

Elizabeth reiterated honesty as an important workplace quality, and this comes from the employer’s perspective as well: “The idea of an open-door policy is always better than a closed-door policy.”

Whilst it can be difficult for leaders to keep in touch with remote workers, effective communication remains an important skill for all to actively master.

“It's important leaders understand the elements that contribute to work-life wellness,” Mark told me, “It’s in their interest to ensure employees feel challenged but in control at work, and have quality time away from the office so that work doesn’t encroach their personal time.”

For him, leaders should be approachable and ready to assist employees, “See it as an opportunity to support and develop individuals.” Elizabeth agreed with this perspective, adding that leaders are role-models and support is a behaviour that transfers to the rest of the team.

In enjoying your work and therefore improving your working quality of life, other team members will feel and transmit this increased morale.

“Leaders that are happy to help people, train them, are available to pass on their knowledge, allow people to grow in the same path”, explained Elizabeth. She acknowledged that Covid-19 has made this more difficult, yet equally even more important to consider.

Organisations must structurally implement policies that cater to employee needs and adopt flexible initiatives that focus on support, especially given uncertain circumstances introduced by the pandemic. Engagement into remote work should support digital accessibility to employees and focus wellness practices to support mental health. For employees, Mark led with one remark: “ Don’t be afraid to ask for help—it’s not a sign of weakness.”