Organisations, it's time to walk the walk.

Whilst we remain uncertain on the pandemic’s lifespan, its important organisations implement short and long-term plans that determines flexible work arrangements for employees. Whether this means they continue to work from home or slowly plan to return to the office, leaders still need to be watchful about present employee needs alongside governmental recommendations.

Remember that an ever-changing working society can be destabilising to many employees, and leaders should be accommodating to these changes.

Leading with empathy (i.e., a people driven mindset) is recommended to address employee concerns especially related to Covid-19 (Cuthbertson & Ashton, 2020). Consistent communication will also help employees feel more included and in control. Whatever measures to be implemented should be explored according to employee needs alongside organisational goals, with an open perspective that is inclusive to individuals from diverse backgrounds.

We know that, in any industry, work-life wellness can be challenging. For example, Martina works in marine litigation and is used to confronting obstacles that surpass work-life wellness boundaries: “A ship arrest doesn’t always respect social hours or holidays,” she claimed, “We deal with someone else’s catastrophe, and they need advice fast.” Martina monitors and handles stressful situations that usually necessitate a sense of urgency until the situation is attended to, “You cannot just snap your laptop closed once the clock hits 5pm and walk away.”

Albeit these circumstances do occur in different degrees of severity depending on the industry and career, pursuing work-life wellness is bound to reach a tipping point that is hard to oversee at times. This is where we direct our attention once more to honesty, where Mark guides our path to that of our leaders.

“Be open and honest about how you’re feeling and why,” he set out, “Be committed to wanting to fix a situation and ask your leader to share the benefit of their experience.” We all feel overwhelmed and sometimes burned out at work, and should your leader not be available, don’t fret—approach a colleague you feel comfortable speaking with for help.

From what we’ve learned in these conversations, organisations need to take a proactive stance in supporting work-life wellness. “As employees we remain people with personal lives that occasionally rear their head at inconvenient times,” Martina stated, “Organisations must understand that personal lives differ in that they face different challenges and realities.”

Bringing the conversation to one that prioritises mental health, “Companies should be well manned to prevent burnout, respect the sanctity of home life and encourage employees to take breaks and recharge. We know organisations are taking the mental health of their employees seriously and provide services such as counselling, this is a great imitative.”