Employee Benefits and Wellness Excellence APRIL 2023

INDEX

Can Employees Have A Work-Life Balance While Working Remotely?

A few tips to find a balance

- Ayanna Kelly, HR & DEI Product Manager, The Rise Journey

Top Picks 12 20 27

Exploring The Myths And Realities Of Remote And In-Person Work As We Return To The Workplace

The future of flexible work arrangements

- Becky Cantieri, Chief People Officer, Momentive

LIDBAIHT And Its Impact On Employee Wellbeing

Building workforce resilience can be done scalably, sanely, and sustainably.

- Brad Smith, Chief Science Officer, meQuilibrium

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Digital Benefits Administration

Platforms: Improving HR Processes

Streamlining compliance, open enrollment, and employee experience

- Matt Kim, Co-founder, SureCo

How are our Employee Benefits & Wellness Products and Services helping

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Redefining Work-Life Balance and Employee Wellbeing

Aswe pass the three-year mark since the Covid-19 pandemic began, it is evident that remote work is not just a temporary solution to a pandemic; it's a new normal of what it means to "go to work." Employees now view work-life balance as a holistic approach that allows for open communication with employers to address personal lives and create a desirable lifestyle.

Employees are also seeking benefits beyond flexibility, such as empathy, recognition, and access to health and wellness resources, to foster a healthy integration of work and life.

It's important to recognize that while remote work has its advantages, it may not be the ideal work environment for everyone. One of the most notable drawbacks is the lack of social interaction with colleagues, leading to potential feelings of loneliness and isolation. As individual lifestyles and priorities continue to vary, the concept of work-life balance may continue to evolve. The idea of how work and life coexist may also change in the future.

The April edition of Employee Benefits & Wellness Excellence features a range of informative articles that cover various topics related to employee well-being, workplace culture and the role of digital benefits administration platforms.

Appreciation at Work's Paul White in his article, A Snapshot Of Remote Employees’ Experiences And Perspectives present a study of over 400 remote employees, exploring the benefits and drawbacks of remote work according to their experiences and perspectives. LIDBAIHT And Its Impact

On Employee Wellbeing by meQuilibrium's Brad Smith discusses how workplace incivility affects employees and organizations, its prevalence, and how the right managers can prevent it. Momentive's Becky Cantieri in her article, Exploring The Myths And Realities Of Remote And In-Person Work

As We Return To The Workplace, challenges common myths surrounding the future of flexible work arrangements as we return to the workplace. Mathew Kim of SureCo in his article, Digital Benefits Administration Platforms: Improving HR Processes delves into digital benefits administration platforms and how they can streamline HR tasks and reduce costs for employers.

In brief, remote work is not going anywhere, and the new era of work is an opportunity for us to include more rest throughout the day and structure our work in a way that promotes creativity and flexibility to have time to live. Have faith in your employees' ability to complete their tasks, even if they choose to approach it differently from the norm. Treat everyone with kindness and understanding, not just those who you deem to be top performers. It's important for everyone to work in an environment that respects them as individuals and acknowledges their holistic being.

We trust that the articles featured in this edition are useful and informative, and we appreciate any feedback or suggestions that you may have.

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A Snapshot Of Remote Employees’ Experiences And Perspectives

The benefits and drawbacks of remote work

By Paul White, Ph.D, Appreciation at Work

Onekey way to understand employees is to ask them directly. Unfortunately, some leaders seem to forget this. The problem is – thinking that we know what others’ life experience is and how they feel about situations without

asking them usually leads to misunderstanding.

This bias can affect research as well. For example, a survey completed by business executives found they believed the reason employees were

leaving was due to compensation issues. However, a study by MIT’s Sloan School of Business which asked employees why they were resigning, found that a lack of recognition was almost three times more important than compensation.

Another factor leading to misunderstanding employees is assuming that all members of a group are similar. This seems to be the case concerning remote employees. Most discussions about remote employees talk about them as a homogeneous group. But, this is clearly not the case. Remote employees differ according to the:

● Frequency of working remotely

● Role of employee

● Type of work

● Location / Distance

So, it would be a mistake to believe the experience and perspective of a full-time remote

employee who manages a group of accounting associates in different states is the same as a customer service representative who works remotely two days per week in the same community as her colleagues.

Gaining Some Clarification About Remote Employees

While conducting a large-scale study of remote employees would be ideal; but, this is quite difficult to do. An alternative approach is to examine several smaller groups and then combine the results obtained.

This study examined a group of over 400 employees; the commonality of the group was that they all had demonstrated

interest in learning more about improving employee engagement and creating more positive workplaces. The majority of participants self-reported as working remotely (1% indicated they supervised remote colleagues). Their frequency of remote work was: 40% full-time remote; 41% work remotely two to four days each week; 19% worked remotely one day a week. Their distribution, according to age range, was:

3% 29 years old or younger

12% 30 – 39 years old

27% 40 – 49 years old

37% 50 – 59 years old

21% 60 years old or older

This factor is important to note because 85% of the respondents were at least 40 years old, and only 3% were younger than 30. Therefore, this group (and their perspectives) are not representative of the general workforce in the U.S. But the results do provide insight into older employees who work remotely.

Issues Explored

A relatively easy way to obtain quantifiable data is to ask close-ended questions (yes/no; multiple choice) and tabulate the frequency of responses. The limitation of this type of data is that the researcher determines the potential variables explored. The alternative, utilized in this study, is to ask open-ended questions and let the respondents determine the issues most important to them. This approach does not set artificial boundaries on the types of answers given but does allow for the categorization of themes.

An ongoing discussion in this transitioning world of work relates to the benefits and negative consequences of remote work. Organizational leaders must take numerous factors into account: fiscal considerations, how best to meet customers’ needs, communication issues, and the desires of their employees.

Obtaining input from employees seems to be an important step to take. Two questions focused on this group’s experiences of working remotely. (Given the open-ended nature of the questions, their answers were then analyzed for themes and coded appropriately)

What Do You Enjoy About Working Remotely? What Are the Benefits of Working Offsite?

Four clear themes emerged. The most frequently cited benefit (38% of all responses) related to not having to commute: “Less

time commuting”, “Reduced cost of transportation.”

Secondly, 27% of respondents indicated working remotely allowed them to be more productive and deal with fewer distractions (primarily unwanted social interactions with others.)

“I’m more productive.” “Get things done without interruption from others.”

Flexibility in one’s daily life schedule was a third benefit reported in 21% of the responses.

“Able to work when I’m most focused.” “Start or end my day outside of regular working hours.”

Finally, improvements in work/ life balance comprised 14% of the responses, either directly stated (“Better work/life balance”) or by a specific example cited (“Eat healthier,” “Able to exercise or take the dog for a walk in the middle of the day”).

What Are the Downsides of Working Remotely?

One predominant theme and four secondary themes were evident in the responses to this question. Overwhelmingly, 57% of employees in this group identify loneliness and a lack of social contact with colleagues as the main negative result of working remotely:

“I get lonely”, “Less personal interactions”, and “Lack of connection with colleagues”. This theme is consistent with other data reported of increased levels of loneliness in the general population of the U.S. (adolescents and adults, those who work, and those who don’t).

Two additional problems were reported by 12% of the respondents (for each issue). Practical challenges in work-based interactions (specifically, difficulties in collaborating with colleagues and challenges in managing team members) were cited: “Miss out on spontaneous collaboration”, “More difficult to connect with those I supervise”. And concerns about being less productive due to distractions and unavailability of needed resources were also reported. “Can be easily distracted when tired or bored”, “Don’t always have the equipment I need”.

A final negative consequence related to working remotely was the experience of working longer hours than when they worked onsite, which was cited in 9% of the responses: “Difficult to make

a ‘hard stop’ in my workday”, “Work longer than I did onsite”.

Interestingly, 9% of the respondents proactively reported that they saw no downsides to working remotely. Clearly, there are employees who feel strongly that working remotely is the best option for them.

Implications for Training

The findings from this study point to four areas of need to address for older (40+ years old) remote employees. First, the high level of loneliness and desire for more social connection with their colleagues is critical – with over 55% of respondents reporting this is an issue for them. Developing strategies, processes, and activities to facilitate social interaction among team members is key to maintaining an emotionally healthy workforce. It is important to note, however, as our previous research with remote employees demonstrated, that the need is for personal connection, not just better communication overall.

While one benefit of working remotely cited is having to deal with fewer distractions, interestingly, this is also a challenge reported. Developing training and tools to assist remote employees in better managing the distractions they experience working at home or off-site will help in this area.

The lack of opportunity to interact with colleagues on collaborative projects or get input

from a coworker in their area of expertise is a work-related process that needs attention. Trainers might explore facilitating discussions about potential processes for collaborative interactions and how to structure opportunities for team members to brainstorm together.

Finally, some employees need assistance in learning how to set boundaries between their work responsibilities and personal life and exploring the issues underlying their struggle to limit the amount of time they work.

Dr. Paul White is a psychologist, speaker, and international leadership trainer who “makes work relationships work.” His company, Appreciation at Work, provides training resources for corporations, medical facilities, schools, nonprofits, government agencies, more than 900 colleges and universities, and in over 60 countries. He is the co-author with Dr. Gary Chapman of The 5 Languages of Appreciation in the Workplace.

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Can Employees Have A Work-Life Balance While Working Remotely?

A few tips to find a balance

By Ayanna Kelly, The Rise Journey

Myth: You don’t work hard enough when working remotely.

Truth: Work looks different in a remote environment and leaders don’t have “eyes” on their people as much as they are accustomed to. That’s scary.

Remote work is not going anywhere - we’re headed into a new normal of what it means to “go to work”.

Before we get any further, we have to acknowledge that remote work requires immense trust between employees and employers. Trust is absolutely necessary because the current structures we use to function in the workplace are rooted in a capitalist system that views people as machines and requires them to be in a constant state of productivity. It doesn’t have to be that way.

The new era of work is an opportunity for us to include more rest throughout the day and structure our work in a way that promotes creativity, and flexibility to have time to live. In 2022, U.S. Surgeon General Dr. Vivek Murthy identified workplace harmony as one of the pillars in his framework to address workplace well-being. The two basic human needs to achieve workplace harmony are autonomy and flexibility. Remote work is one way to provide the flexibility needed to advance workplace well-being. It helps that flexibility supports employee engagement and retention.

A Few Tips to Find the Balance:

1. Throw away core hours. More and more organizations are globally distributed and can work effectively without requiring core hours or specific time to be “online”.

2. Provide work phones or don’t require employees to have all the work apps on their personal devices. Create boundaries around when and where work needs to be done. Requiring employees to be available on their phones at all times crosses the boundaries between work and rest. It also sends the message that you expect employees to respond and be alert at all hours of the day.

3. Set clear expectations. It may sound simple but when expectations are clearly established, employees can have the autonomy to meet those expectations

when it suits them within reason. The lack of clear expectations causes conflict and the need to control how employees are spending their time.

4. Allow space for flexible workday structures. Our brains function on a specific rhythm and eight hours of meetings do not support that. Encourage breaks throughout the day and respect the boundary. If employees have designated small breaks on their calendar - don’t ask to schedule something during that time unless it’s an emergency (oftentimes it’s not).

5. Be the example and set the tone. If you are a leader or manager, step away when you say you are. If you’re checking in during your PTO or a doctor's appointment, you’re letting your team know that truly stepping away is not possible.

Bottom line - Trust your employees to do their work even if it’s not in a “traditional” way. Extend grace to everyone, not just the people you perceive to be high performers. Everyone deserves to work in a way that honors who they are as whole people.

Recommended Resources:

● For Real Productivity, Less is Truly More

● Office of the Surgeon General - Framework for Workplace Mental Health & Well Being

● Avoid Burnout and Increase Awareness Using Ultradian Rhythms

● The Happiness Lab with Dr. Laurie Santos Burnout and How to Avoid It

Ayanna Kelly is a proud Afro-Latina, mom, wife, and disabled veteran. She is currently the HR & DEI Product Manager at The Rise Journey for their project Rise with OPHR

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Addressing Musculoskeletal Health In The Workplace: Strategies For 2023 And Beyond

A comprehensive approach to prevention and treatment strategies

By Zack Papalia and Louise J. Short, Brown & Brown

Musculoskeletal Well-Being: Considerations for Employers and Employees

Musculoskeletal (MSK) health is a top cost driver for employers across the United States. Over one-half of the US adults report MSK pain annually, contributing to over $420 billion in annual spend (Joseph L. Dieleman, 2020). Furthermore, low-back pain has been identified as the leading cause of disability in over 160 countries worldwide as of 2022 (World Health Organization, 2022).

For employers, the impact of MSK disorders extends beyond direct medical expense, significantly impacting productivity, absenteeism, and presenteeism. Low back pain, for instance, accounts for more than 264 million lost workdays per year.

Developing a comprehensive treatment and prevention strategy is key to mitigating the direct and

indirect costs of these conditions. Merging traditional treatment options with innovative solutions such as virtual MSK treatment, centers of excellence (COE), and medical second opinion services can generate significant cost avoidance for organizations while dramatically improving employee health outcomes.

Evolving the Intervention Mindset

MSK disorders have traditionally been seen as a risk for physical, labor-intensive occupations. However, the actual impact and risk of MSK disorders extend across demographics and industries and cover a broad range of conditions such as low-back pain and carpal tunnel in more sedentary, white-collar environments.

While occupational risk factors can, and do, play a role in the development of MSK disorders, lifestyle factors - physical activity, diet, body weight, and more - can also significantly impact the risk of MSK disorders.

Because of this, MSK health should not be addressed in a silo. For example, individuals experiencing chronic pain are at significantly increased risk for developing behavioral health disorders. In addition, those with MSK disorders and behavioral health conditions report a more than 60% increase in missed days of work annually compared to peers with no behavioral health comorbidity (Business Group on Health, 2022).

Furthermore, the National Institutes of Health has shown a direct link between chronic pain from MSK conditions and the risk for substance abuse (National Institute on Drug Abuse, 2020). Employers interested in helping to mitigate the impact of MSK conditions on employees are strongly encouraged to develop a comprehensive, holistic approach incorporating behavioral health resources.

Evaluating & Optimizing Your Ecosystem

From the most basic access-to-care standpoint, employers must ensure that plan designs reduce access barriers while making treatment convenient and affordable—which is critical to helping members engage proactively. Considerations should be

made for local and regional differences in provider networks, referral requirements for physical therapy, COE, and direct cost to members.

The more barriers to care that exist, the more likely it is that members will avoid care until the issue has developed into a more chronic, severe state.

There are a few key pieces to the prevention puzzle to consider when crafting a plan design for MSK disorders:

● Physical Therapy and Chiropractic Care

Help employees understand the difference between physical therapy – administered in the United States by Doctors of Physical Therapy (DPT) – and chiropractic care – administered in the US by Doctors of Chiropractic (DC). While there are exceptions, DCs are often more focused on holistic treatment, addressing patient MSK needs while also evaluating lifestyle and other related risk factors. DPTs are typically more involved in the traditional treatment path for orthopedic pain and injury.

● Alternative Treatment Solutions

The Covid-19 pandemic forced the evolution to virtual approaches to treat many conditions, MSK included. As a result, virtual physical therapy and non-pharmaceutical pain management solutions have now emerged, offering high-quality MSK treatment without geographic or time barriers.

● Utilization-Based Billing

Employers should pursue virtual solutions that offer utilization-based billing rather than a subscription model to minimize financial risk, essentially incorporating virtual providers as any other in-network provider for MSK treatment.

● Second Opinion Services

These are helpful in plans as additional layers of quality assurance are shown to significantly improve outcomes and control spending, particularly for high-cost claimants. A knee replacement, for example, can cost over $30,000 on average (BCBS, 2019). Yet, despite the invasiveness of the procedure and associated cost, there is strong evidence that it is often

over-utilized. Second-opinion services can add another layer of guidance to a member’s prognosis and proposed treatment.

● COEs

Shown to address the variations in cost and quality of care, COEs are groups of providers with proven track records of quality outcomes selected to perform specialized services with favorable financial arrangements for employers. There are several strategies employers can use to implement COEs, including carrier networks, independent COE networks, and direct-to-provider contracting.

Finally, organizations truly invested in preventing the long-term development of MSK disorders must also evaluate workplace culture and the promotion of healthy lifestyles. Flexible schedules, hybrid work opportunities, integrating workplace ergonomics, fitness, and nutrition programming, and providing paid time to seek treatment are just some ways employers can promote a culture of well-being beyond just acute MSK health.

Employer Strategy in 2023 and Beyond

Employers interested in advancing their MSK health strategy in 2023 should begin by evaluating their current population risk, demographics, and solution ecosystem. Comprehensive data analysis should be conducted to identify top risk drivers within MSK. Not only will this inform the severity and incidence of MSK disorders across a population, but it will also aid in developing a comprehensive strategy, including prevention, early intervention, and treatment options (e.g., virtual MSK, surgical COE, non-surgical COE).

Additionally, understanding population demographics and solution delivery modalities (digital vs. in-person engagement) will further increase the likelihood of success and impact.

Once these questions are answered, and gaps and opportunities in the existing network are identified, a roll-out of solutions over time will likely make targeting, communicating, and engaging with the solutions easier for all involved. Before implementing interventions and solutions, it is also vital to have a measurement strategy and decide on key metrics in advance. These metrics should, at a minimum, include engagement, health outcomes, patientreported outcomes, and financial impact.

As with many chronic conditions, there is no single solution to address MSK disorders. However, understanding your goal as an employer, the full spectrum of MSK conditions, and the ever-evolving landscape of prevention and treatment options will

provide a foundation to develop a comprehensive strategy for workforce well-being and safety as well as management of employer-sponsored health plans in 2023 and beyond.

References

BCBS. (2019, January 23). Planned knee and hip replacement surgeries are on the rise in the U.S. Retrieved from Blue Cross Blue Shield: The Health of America: https://www.bcbs.com/the-health-of-america/reports/ planned-knee-and-hip-replacement-surgeries-are-the-rise-the-us

Business Group on Health. (2022, September 28). Addressing Musculoskeletal Conditions and Physical Therapy Needs with Virtual Solutions: Key Trends and Employer Considerations. Retrieved from Business Group on Health: https://businessgrouphealth.org/ resources/addressing-musculoskeletal-conditions-and-physicaltherapy-needs-with-virtual-solutions

Joseph L. Dieleman, J. C. (2020). US Health Care Spending by Payer and Health Condition, 1996-2016. Journal of the American Medical Association.

National Institute on Drug Abuse. (2020, April). Common Comorbidities with Substance Use Disorders Research Report. Retrieved from https://nida.nih.gov/publications/researchreports/common-comorbidities-substance-use-disorders/ part-2-co-occurring-substance-use-disorder-physical-comorbidities

World Health Organization. (2022, July 14). Musculoskeletal Health. Retrieved from World Health Organization: https://www. who.int/news-room/fact-sheets/detail/musculoskeletal-conditions

Zack Papalia , Ph.D., MPH, is a Senior Population Health Consultant for Brown & Brown and leads the Musculoskeletal Health committee. With a background in education, public health, health promotion, and lifestyle well-being, his current work focuses on optimizing employee well-being programming and developing strategies to ensure broad access to high-quality care.

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Dr. Louise Short , MD, MSc, Partner, is the National Clinical Leader for Brown & Brown . She has a focus on making the healthcare system work better and has in-depth knowledge of many of the innovative health companies in the marketplace trying to solve key issues facing employers and workers. She is a member of the Business Group on Health’s Cost & Delivery Institute and Global Health Institute.

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Exploring The Myths And Realities Of Remote And In-Person Work As We Return To The Workplace

The future of flexible work arrangements

By Becky Cantieri, Momentive

There are two myths—or at least, simplifications—that are going around the internet right now about the return to work.

One asserts that “the remote revolution is over;” that it’s time to go back to the office for good, and that the work from home structures that companies put into place during the pandemic should fade away. The other presents the return to office as a kind of power struggle in which unsympathetic bosses force their resentful employees back into an in-person model that they despise (perhaps exemplified by Elon Musk’s infamously unpopular decision to do so at Twitter). But neither narrative is wholly accurate.

As interest in returning to the office overtakes interest in enabling remote work, it’s important to consider the mental health ramifications, impact on diversity, equity, and inclusion, and other important benefits- and wellness-related outcomes that go hand-in-hand with returning to the traditional workplace.

Is It Really Surprising that People Actually Like Going to the Office?

Research shows that most people (57%) actually prefer working in an office or workplace over working from home. After all,

being with colleagues (and out of the house) can be good for our mental health. In-person workers reported finding it easier to focus and get things done at the office, and many people miss the social aspect of work—getting to know colleagues over coffee or heading out to lunch with work friends on a Friday.

In-person meetings also give workers an opportunity to collaborate more easily and enjoy quality bonding time with coworkers – a benefit they cannot as readily enjoy in online meetings. Zoom fatigue is both

well-documented and largely unavoidable—especially if one works from home.

More importantly still, being physically present in the office can be a critical piece of getting recognition and opportunity for professional advancement. The BBC cites multiple studies that have found that remote workers are more likely to be overlooked (despite often being more productive). Being in the office makes exposure more equitable, so that the right people get recognized for the hard work they put in.

Being physically present in the office can also serve as an opportunity for professional advancement. The BBC cites multiple studies that have found that remote workers are more likely to be overlooked (despite being often more productive).

And unless your company intentionally and purposefully prioritizes leveling the playing field for remote and in-person workers by making recognition equitable and company culture inclusive no matter where an employee works, being in the office makes exposure more equitable. Therefore, the right people get recognized for the hard work they put in.

So, does all this go to say that the remote revolution is really dead after all? Not exactly.

Remote work is empowering and equitable, and opens the door to new opportunities

First, the most obvious complication: despite the majority preference for working in office, there is still a sizable contingent of folks who prefer to work from home. In fact, 11% are willing to quit their jobs over it.

Critically, Remote Work Plays an Essential Role in Accessibility and Inclusion

Neurodiverse employees, for example, are often overwhelmed by the cacophony of stimulation in an office, which makes it impossible for them to focus and do their jobs well. Similarly,

people with chronic illness may need to work from home in order to be able to access healthcare, take rest when they need it, or simply stay comfortable enough to be productive. For parents and caregivers too, being forced to report to an office might be a dealbreaker that prevents incredibly talented people from staying in a role.

Hiring remote workers also expands the pool of potential candidates for a company. People who live in rural or underserved areas can now access jobs traditionally located in areas like Silicon Valley or Manhattan. This can ultimately lead to a more diverse workforce with an array of perspectives.

Remote work offers people flexibility: the chance to travel, care for their families, take care of their own bodies and minds. Many people also consider themselves significantly more productive at home. And companies have the capacity to support employees that want to do this. At the height of the pandemic, 70% of white-collar workers were fully remote. That means that the infrastructure is there. Companies already have the software and processes that they need to let employees work remotely.

The Remote Revolution Isn’t Over

Quite honestly, it’s just getting started as companies experience the benefits of having a diverse, global workforce that prioritizes

mental health and wellness. At the same time, corporate offices aren’t going away; they play an important role in fostering collaboration and community. What the future actually holds, most likely, is a mixture of both.

Forward-looking companies are already allowing their employees to choose the work structure that works best for them, knowing how the pros and cons of each option will impact them personally. Many people are also tapping into the best of both worlds with hybrid work options, spending a few days each week in the office and a few remote.

Flexibility and individual empowerment: that’s what the future of work really looks like— and we all stand to benefit.

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Becky Cantieri is the Chief People Officer at Momentive.

Supporting Employees With Cancer

The importance of workplace accommodations and resources

By Lisa Milani, Beamery

attest to the importance of accommodating employees who are dealing with health issues.

It's essential for HR strategy and

planning to consider the needs of all employees, especially those who are facing major health challenges.

As someone who has been through the difficult experience of being a stage 4 breast cancer survivor, I can

During my time undergoing chemotherapy, I had to make special arrangements to continue working. Fortunately, my employer had an "accommodations team" that I could turn to instead of having to share my diagnosis with my boss or HR business partner. This not only gave me privacy, but it also helped me stay focused on my work.

Employers have a responsibility to make reasonable accommodations for employees who are dealing with cancer or any other health issue. These accommodations may include flexible work arrangements, adjusted job duties, and access to special equipment or technology to help them manage any physical limitations.

Flexible work arrangements are particularly important for

cancer patients, who may need to take time off for treatments or appointments. Employers can also modify job duties to better suit an employee's needs. For example, if someone is experiencing reduced stamina due to treatment, they may need to work shorter hours or take more frequent breaks.

Another important consideration is ensuring that employees have access to health insurance and medical leave policies that allow them to take time off as needed for medical appointments and treatments. Coping with the financial burden of cancer treatment can be overwhelming, and having access to appropriate coverage and leave policies can make all the difference for those who are facing cancer.

Finally, employers can provide invaluable support and resources

for employees who are going through cancer treatment. This may include employee assistance programs, counseling services, and access to support groups. Such resources can help employees manage the emotional and psychological impact of cancer and foster a sense of community and support.

By prioritizing the needs of employees who are dealing with cancer or any other health issue, employers can create a workplace culture that values and supports all employees. Reasonable accommodations, flexible work arrangements, and access to appropriate resources can help make a positive difference for those who are facing cancer, and any other health challenges that life may bring.

Lisa Milani is Global VP, Strategic Programs & Ecosystems at Beamery.

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LIDBAIHT And Its Impact On Employee Wellbeing

Building workforce resilience can be done scalably, sanely, and sustainably.

By Brad Smith, Ph.D, meQuilibrium

LIDBAIHT stands for “low-intensity deviant behavior with ambiguous intent to harm the target.” That’s how Wikipedia–rather academically–describes workplace incivility. Many of us have experienced it more viscerally than the definition suggests. For me, it’s how I feel when the jerk over in analytics (or finance, or wherever) talks over me in a meeting, subtly questions my competence in front of the team, or gives me a nasty look in passing in the hallway. And it’s on the rise.

The rate of social and political upheaval in the U.S., accelerated in part by the pandemic, has created a situation that puts people on the defensive. Well over half (64%) of people feel that their rights are under attack. Deepening economic uncertainty over job security and inflation has only accelerated this negative trend. Given the context, it’s unsurprising that, as many workers return to their normal work sites, incivility is reportedly on the rise, due in no small part to workers being out of practice when it comes to dealing with their fellow co-workers in person.

Workplace incivility has deeply negative impacts on both employees and the organization as a whole. When employees are subjected to rude, disrespectful, or aggressive behavior in the workplace, it can lead to decreased job satisfaction, increased stress, and decreased productivity. This can ultimately lead to higher rates of absenteeism and turnover,

and decreased organizational performance. Additionally, workplace incivility can create a toxic work environment that undermines team cohesion and collaboration, erodes trust between employees and their managers, and can ultimately damage the organization’s reputation.

We checked in with meQ members early in 2023 in the latest installment of our Self Check series where we’ve been looking in on wellbeing trends, and investigating some special topics along the way, including uncivil behavior in the workplace.

Here are three notable takeaways from the January 2023 report

1. Workplace Incivility is Distressingly Common

Uncivil behaviors such as coworkers addressing colleagues in an unprofessional manner, being ignored, or having one’s judgment questioned were relatively common.

As many as 1 in 4 employees in our sample reported one of these experiences on the job. While relatively fewer employees experienced more severe forms of workplace incivility, the prevalence of extreme events is disturbingly common: about 1 in 20 employees reported being targeted with angry outbursts, being yelled at, being accused of incompetence, or being the butt of jokes from coworkers.

2. Your CFO Should Care About Workplace Incivility

Besides doubling the risk of demotivation and tripling the risk of burnout, uncivil behavior in the workplace impacts bottom-line outcomes like productivity and turnover risk. We saw 2 times the risk of an employee endorsing “quiet quitting,” 2X the degree of productivity impairment, and 5X the turnover risk in high incivility environments compared to low incivility environments.

of a wellbeing-aware manager lowered the risk of incivility by 25 to 66% across the 11 indicators of uncivil behavior.

The impact of psychological safety on incivility risk was yet more dramatic. When we compared environments where psychological safety was low to those where it was high, the risk of incivility was lowered by as much as 90%.

So that’s the “what” and the “so what.” What about the “now what?” We’re already asking for a lot from our managers. How can we ask them to add more to what is already a challenging balancing act? Especially since managers already show elevated burnout and retention risk compared to their team members.

The good news is that resilience helps your managers maintain their own wellbeing and lead their teams more effectively and that building workforce resilience can be done scalably, sanely, and sustainably.

Get the full report: The Pivotal Role of Managers in Employee Well-being, Productivity, and Retention: A 2023 meQ Member Research Report

3. As Usual, It’s About the Managers

Our data show that protecting against incivility is not that hard with the right managers. When managers are looking out for psychological safety on the team, the risk of incivility and its concomitant costs are dramatically reduced.

We asked respondents whether their direct manager offered support for their mental well-being. The perception of positive support from one’s manager substantially reduced the risk that employees experience uncivil behavior at work. Across 11 different types of uncivil behavior, the presence

For more than 15 years, Brad Smith , Ph.D. has been telling stories using health data. His career includes roles ranging from policy-focused work with the US Government Accountability Office to evaluation-related work for dozens of state, federal and private sector clients using health services research methods. He currently serves as Chief Science Officer at meQuilibrium , leading efforts to harness data to improve the product, enhance reporting to clients and establish the value proposition. He has served on the faculty of Drexel University and McDaniel College and is the author of more than 25 peer-reviewed articles on health and well-being.

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The Future Of Work Calls For A New Kind Of Leader

How leadership style can impact mental health in the workplace

By Laura Putnam, Motion Infusion

“Nice guys finish last.”

“Check your emotions at the door.”

“Suck it up, buttercup.”

All of these well-trotted expressions speak to an outdated model of leadership. In a world turned upside down by the Covid-19 pandemic and with the workplace redefining itself, this model no longer holds - especially when it comes to our mental health, just look at the stats.

● Rates of depression have tripled for Americans.

● Levels of loneliness have skyrocketed, especially for young people

● Rates of suicide are on the rise (again).

Mental health is an issue for everyone - even at the highest levels. A Deloitte report found that 70% of top leaders are seriously considering quitting for mental health reasons. While it’s affecting everyone to some degree, some people are more affected than others. Factors such as gender and line of work are leading to a disproportionate impact. Construction workers, for example, have the second highest risk for suicide, second only to veterans. And, while more women suffer from depression and are more likely to contemplate suicide, men are three times more likely to die by suicide.

Having worked with over 200 organizations and trained over 15,000 managers and leaders, I see a clear pattern: The organizations and industries that need this new kind of leadership most, are often the ones who resist it the most.

Case in point, I recently delivered a keynote speech to a group of (mostly male) leaders, all working in the construction industry. The moment I stepped on to the stage - with the title “Mental Health at Work: Who’s Responsible?” beaming out over the audience - the resistance was palpable. Most of my audience of burly guys were leaning back, arms folded, shifting in their seats and ready to end the conversation before we had even started. The intransigence then blossomed into a full-out rebellion when I asked my audience to respond to a series of prompts, as a way of driving home the point that leaders hold responsibility for addressing the growing mental health crisis. Most refused to take the bait. After the talk, my host kindly assured me that, “Some of them got it, and over time, others will too.”

Even if they’re not “getting it,” there is an unmistakable link between leadership and well-being. For example, longstanding research from Gallup shows that managers alone account for 70% of the variance of team members’ engagement with both their work and well-being. The impact is so deep, it can be deadly. A frightening Swedish study found that those who have a toxic boss are at greater risk of suffering a heart attack - today and 10 years out.

But, a recent study has added a new twist to this conversation. Specific styles of leadership make a difference – for better or for worse. This means that it’s not just a matter of weeding out the bad eggs, leaders need to be explicitly trained on different leadership styles.

If you’re a leader, the time is now to lead differently. As one manager put it: “To be honest, before Managers on the Move, I never really thought about incorporating well-being into my leadership style. Now I can’t imagine not doing so.”

It’s less about the programs and more about the way the work gets done - which is largely a matter of leadership. Therefore, every leader needs to seriously consider their leadership style, and whether or not it is one that is lifting their people up or is having the opposite effect, pushing their people down.

Here are leadership traits that are associated with generating POSITIVE mental well-being for team members:

● Inspiring team members through vision;

● Encouraging team members to engage in creative thinking;

● Considering the needs of each team member;

● Showing respectful and supportive behaviors toward team members;

● Building trust within the team; and

● Clearly defining goals and work tasks.

Here are leadership traits that are associated with generating NEGATIVE mental well-being for team members:

● Neglecting team members;

● Being absent;

● Exhibiting aggressive behaviors;

● Mocking or teasing in a way that stings;

● Telling offensive jokes;

● Texting during meetings; and

● Making people feel small

To generate positive returns, the future of work calls for a new kind of leader, one who is a coach, a teacher and a friend.

Coach

Michael Gervais, a former sports psychologist with the Seattle Seahawks, opened every conversation with the question: “What’s possible?” Then, he worked with each player to apply mindfulness as a tool in moving them closer to their vision. In other words, he acted as a coach who inspired and then supported.

Charlie Patillo, VP at Shaw Corporation, exemplifies Leader as Coach. He inspires and then he follows up by equipping team members with a tool, which is a weekly touchpoint. Every Friday, he sets aside 90 minutes for one-on-one time with every team member. During this weekly meeting, he poses two simple questions: “What are you working on? How can I help?” This simple ritual has opened communication and built trust within his team. Moreover, it has created a ripple effect. Now, his team members are having more regular and open dialogue with their team members. Patillo estimates that these kinds of conversations have doubled across these multiple teams, beginning only a couple of months ago when he first initiated these scheduled conversations.

Teacher

After another one of my talks, a senior manager approached me and shared, “You know what a great manager is? A great manager is a teacher.” Just like a great teacher, the new kind of leader brings the right mix of challenge and support. They provide ongoing mentorship, both formally and informally, helping less experienced colleagues to shape their careers. Leader as Teacher also provides opportunities for learning and growth, something that Next Jump, a technology company headquartered in New York, NY, fully embraces. Here, leaders encourage their team members to spend 50% of their work time engaged in personal and professional development.

Friend

Finally, the new kind of leader is one who is a friend. They ask questions and listen. They apply the Golden Rule, treating others the way they want to be treated. They understand that getting ahead and accelerating performance happens by being a nice guy, not a jerk. And, they foster friendships within the team, leveraging Gallup research showing that those who have a best friend at work are seven times more likely to be highly engaged in their work

Leader as Friend is also one that keeps an open door in inviting conversation about emotions, something that a growing number of employees are craving, especially younger workers. A recent Monster Intelligence survey found that a whopping 91% of Gen Z workers want to be able to talk about their mental health with their boss.

Leader as Friend is transparent about their own mental health and their own well-being. Take Dan Conrad, President and CEO of Blue Cross Blue Shield North Dakota, who recently shared in a company-wide “Message from Dan”:

As we transition into the back half of winter, I encourage you to take care of yourself. This is the time of year when I struggle as I get anxious for spring, which seems to take forever to arrive some years! This year we’ve been blessed with a lot of sunny days, which has been really helpful, but it’s been too windy and cold for me and Murphy to hit the trail regularly.

I’m committed to getting out there more in the coming weeks as the weather warms a bit. I hope you too can find ways to keep yourself in a positive mindset as we make the final push to spring!

The new kind of leader, who is the right combination of coach, teacher and friend, goes about doing the same things, differently. They adopt small adjustments in how the work gets done. This includes simple practices like:

● Making eye contact;

● Saying hello in the hallway or in the field;

● Asking thoughtful questions and then listening;

● Saying thank you;

● Acknowledging others and sharing credit;

● Smiling.

If you are a leader, how are you leading differently in this new era of work?

Laura Putnam is a leading voice for well-being at work, an international public speaker and the author of Workplace Wellness That Works. As CEO of Motion Infusion and creator of the leadership training program Managers on the Move, she infuses well-being and vitality in the workplace to help employees, teams and organizations thrive.

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Digital Benefits Administration Platforms: Improving HR Processes

Streamlining compliance, open enrollment, and employee experience

By Matt Kim, SureCo

Benefits administration is a significant pain point for HR professionals—and a major source of inefficiency for businesses. A September 2022 Insurance Journal article reported that of 1,000 employers surveyed, 37% said administering employee benefits involved moderate to heavy paperwork, while one-third spend 80 hours yearly on compliance. But for all the time invested in benefits management, employers typically have limited options when it comes to offering affordable group health plans.

As a result, many companies are switching from traditional group health insurance to the individual market. They’re also turning to digital benefits administration platforms to ensure compliance, lower costs, and provide comprehensive support to their employees as they select and enroll in their individual plans. This transition to the individual health plan market for employers began in 2020 when changes in federal regulations brought about the Individual Coverage Health Reimbursement Arrangement (ICHRA). ICHRAs allow employers of any size to use tax-free money to reimburse workers for the plan of their choice on the individual market.

While ICHRAs are the next level of benefits customization, the need for a digital platform

to enable them is critical due to the increased availability of plan options.

Managing Open Enrollment

Even when using the limited options available with traditional healthcare benefit plans, managing open enrollment is a significant time commitment. Before it begins, HR staff spend hours negotiating better rates with health carriers and brokers, sending out Requests for Proposals (RFPs), and then building the selected plans into the company’s payroll processing system.

According to the Boston Consulting Group, best-in-class companies have boosted productivity in the HR value chain by more than 20% by deploying targeted HR tools, including digital benefits administration platforms.

Those platforms specializing in ICHRAs can further boost productivity by allowing HR teams to skip the lengthy renewal process entirely. Because ICHRAs permit employees to choose their own plan rather than settling for a designated option, HR departments don’t have to review claims or negotiate and build annual health benefits packages. The time savings means employers can focus on business-critical objectives like hiring, retention, and onboarding and training programs instead. Time savings mean teams can focus on talent enhancement strategies, not keeping up with busy work.

Leading digital platforms specializing in ICHRA administration utilize powerful tools and capabilities such as:

● HR dashboards

● HRIS and payroll integration

● Plan selection assistance

● Census management

● Robust reporting

Ensuring Compliance

A powerful platform also features enhanced data reporting and employment eligibility tracking capabilities, so businesses can better avoid Affordable Care Act (ACA) compliance penalties.

Beyond that, manual errors decrease. For instance, without a robust digital solution, an HR manager might forget to cancel an employee’s coverage during the offboarding process. But with a digital benefits administration platform, these mistakes are less likely to occur.

Streamlining the Benefits Experience for Employees

“Over the past decade, Employer-Sponsored Insurance (ESI) premiums have risen above the rate of inflation and have outpaced wage growth,” according to the Center for American Progress, an independent, nonpartisan policy institute.

As premiums increase, however, employees’ plan options do not. Employers customarily offer two or three traditional group healthcare plans for employees to opt into.

HR departments can leverage digital benefits administration platforms in tandem with an ICHRA to streamline the benefits experience for employees. Workers have more control over premiums and the ability to choose a healthcare plan that aligns with their personal needs. For example, employees can specifically pick plans where their existing doctor is in-network. Employees also have the option of maintaining the same plan year after year or upgrading their coverage based on changes in their health.

A simple and easy-to-use benefits platform improves transparency and visibility for employees. That translates to better employee satisfaction rates and an alluring benefits package for potential new hires.

Freeing Up Time to Focus on the Company's Top Priorities

Free of the time-constraints that come with renewing traditional group health plans, HR teams can spend their working hours developing plans and programs that will more directly contribute to company revenue.

Turnover is also a costly business for U.S. companies. With more time to bolster retention rates, HR teams can reduce that expense for their employers.

Human resources may also have an expanded budget thanks to the more affordable premiums of ICHRAs. Those supplemental dollars could go toward new hiring and training programs that will bring in top talent. In 2020, consulting firm Deloitte stated that “companies with high-maturity talent acquisition functions have 18% higher revenues and 30% greater profitability per employee.”

In today's competitive labor market and uncertain economy, a digital benefits platform offering employees more plan options and significant cost and time savings for companies has never been more essential.

After helping launch SureCo as a co-founder, Matthew Kim grew into his role as Chief Executive Officer in a non-traditional way. Unlike many of his professional peers, Matthew began his career in insurance sales at HealthMarkets Inc, a Blackstone Group Company. He also built and led his own healthcare agencies prior to his current iteration of SureCo. A CEO with an open-door policy, Matthew has no qualms about rolling up his sleeves and getting in the trenches. He works closely with every department across SureCo, helping support, leverage, and advance our products and mission.

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There’s more opportunity to drive higher employee engagement rates, and according to a 2022 Gallup poll, businesses with high employee engagement have 23% higher profitability.

In Defense Of Gen Z

Why mental health support is crucial to retain Gen Z workers

By Laura Neuffer, CoreHealth Technologies

While the naysayers deride them, Gen Z brings idealistic yet refreshing expectations to the workplace. But managers must understand the evolving needs and expectations of Gen Z. Here’s why their voices matter.

In a sobering anecdote, 25-year-old managing editor Stephanie Bai shares what it was like growing up with an immigrant father, whose life advice included

simply, “work hard.” She watched as he lived out this motto, nose to the grindstone, throughout her childhood. He personified the hustle culture, wherein workers wear themselves out, physically and mentally, to get ahead and stay ahead. Inspired by this example, Ms. Bai pattered her young life after his, and, as she states, “I had my first anxiety attack in middle school.”

This comes as no surprise since 70% of teens report that anxiety and depression are “major problems.” In fact, in 2016 nearly two-thirds of teens reported feeling “overwhelming anxiety,” a statistic which has certainly been exacerbated by the global turmoil of the past few years; anxiety and depression spiked during the pandemic.

Generation Z, the youngest generation of employees now entering the workforce, was finishing up their higher education or first entering the job market when the pandemic shut down much of the world. Now, an economic downturn adds yet another hurdle to their professional journey. Given the prevalence of stress, anxiety, and depression they’ve seen or experienced since childhood, is it any wonder that they value mental health support and other wellnessrelated benefits at work?

Gen Z is the Future

To many, the term “Gen Z” conjures images of lazy, entitled, overly idealistic young adults who want everything, yet maintain a 'work soft’ mentality. They’re on their phones too much and at the grindstone too little - or so they say. Upon closer inspection, this generation, born between 1997 and 2012, may bring more to the table than first meets the eye, including fresh perspectives and a realistic, healthier approach to work-life balance.

By 2025, Gen Z will make up 27% of the workforce. As the newest generation of employees enters the workplace, leaders are finding they must adapt to meet their expectations and effectively hire, retain, and collaborate with them. These young adults seemingly want it all: higher salaries, healthier work-life balance, company values that align with their own, and permission to work remotely. Gen Z has values and preferences that contrast with older generations, to be sure, and they aren’t afraid to go after what they want. Perhaps they’re naïve. Or maybe they’re right.

Diverse, Stressed, and Educated

According to the American Psychological Association, Gen Z is the most stressed generation in history. They’re also the most racially diverse generation, and are on track to become the best educated generation yet. With so many superlatives, it’s no surprise that these workers come with a unique set of expectations and needs.

While they aren’t the first generation to grow up in distressing times, Gen Zers have grown up in a turbulent world full of global unrest, political turmoil, social upheaval and economic instability. They’re digital natives that have had to navigate social media and the 24-7 news cycle from a young age, while Millennials didn’t experience the stressful effects of constant digital updates until near adulthood.

It follows that Gen Z values mental health resources and emotional support in the workplace, including a corporate culture that supports mental well-being. Further, Gen Z fully rejects the hustle culture that defines Millennials. Another valued form of support is diversity, equality, inclusion, and belonging (DEIB) practices, which often represent a safer, more equitable work environment.

Employee retention with Gen Z is proving to be tricky. If these workers don’t find the support, compensation, and benefits they’re looking for, they will likely quit. In fact, Gen Z could change jobs up to 10 times between ages 18 and 34. Job loyalty simply isn’t important to Gen Z. To maintain employees and reduce turnover, leaders will need to implement strategic benefits and support programs. Below, we investigate the top employee benefits and workplace programs that Gen Zers are looking for.

Mental Health Matters

Mental and emotional support in the workplace is paramount for Gen Z workers. For leaders looking to hire and retain the top talent from this generation, offering mental health and well-being benefits, creating a company culture of mental health (as opposed to the always-on hustle culture), is crucial. Organizations need to make sure Gen Z staffers feel safe and valued and that their mental well-being is prioritized.

Workplace wellness platform providers like Carebook, which offer comprehensive virtual wellness programming for organizations, closely follow the trend of increased mental health awareness. Where worksite wellness once focused on weight loss and tobacco cessation, it now features mindfulness, stress management, burnout prevention and self-care.

Regular check-ins with leaders and co-workers can add to a culture of mental health and support. Encouraging the use of employee benefits like mental health therapy and paid time off (PTO) is also helpful. Additionally, creating policies like an email curfew at, say, 8:00 every night, can help employees unplug and truly recharge. Simple changes, like encouraging the use of the schedule-send function on many email servers, can reduce work- stress and increase an organizational culture of health and happiness.

An emphasis on healthy work-life balance, stemming in part from a desire to maintain better mental health and to fight the alwaysavailable mentality, has led Gen Zers to be less obsessed with climbing the corporate ladder. Rather than fighting for the next promotion and working late nights and weekends to get ahead, the youngest workers are prioritizing their mental health by resting and relaxing on nights and weekends; something of a rebellious act in a culture that glorifies constant work and getting ahead.

An Inclusive Workplace that Embraces DEIB

Research by Great Place to Work reports that 47% of Gen Z workers identify as black, indigenous and people of color (BIPOC). By comparison, 39% of Millennial workers, 34% of Gen X, and only 25% of boomers identified as people of color (PoC). It follows that Gen Zers want to work for companies that value and reflect that diversity. Not only will this kind of inclusion make companies more attractive to hire and retain Gen Z talent, but the inclusion of DEIB has other benefits as well

A study found that organizations that make DEIB part of their worksite culture and benefits offerings have improved revenue, greater innovation, better ability to hire diverse talent, and lower turnover.

Leaders who are looking to loop DEIB into their wellness offerings and organizational culture can start by making

sure their organization hires, includes, and values employees of different ages, genders, races, and nationalities. But it's also vital to walk the talk by embracing the perspectives, voices, and values of these groups, too.

On a more practical note, to fully integrate DEIB into corporate culture, leaders need a wellness platform that integrates with third-party solutions that specialize in DEIB programming. This way management can easily plug in content and programming that fits seamlessly into their existing health wellness benefits, accessed by a single login. Creating a separate platform with yet another password creates a barrier to participation and recognition of efforts to improve DEIB in the workplace.

Company Values that Reflect Their Own

One of the key differences between Gen Z and previous generations is that they are not as loyal to their employers. Instead, they want to know that the organization they work for has values that align with their own. Once again, walking the talk is key. For example, if a company is committed to reducing its carbon footprint, it must create policies that make it easy for employees to participate in achieving this goal. These could include installing bike racks at the office, offering free or reduced-fare bus passes, a recycling program, use of sustainable fuel, or a no-paper policy.

Additionally, fundraising initiatives can be an engaging way to build morale and exercise the values it supports. One way to accomplish this is through walking challenges that pit teams of employees against each other to see who can win – with the winning team choosing a charity to donate to. Or, for less competitive populations, the total of all steps logged during a steps challenge can be tallied up and converted to a contribution toward a charity related to the company’s core values.

Walking challenges that involve charitable giving add a fun, philanthropic element to team building and health and wellness programming. These types of challenges have existed in wellness programs for years and can be easy to organize. Wellness programs that support what employees value have a higher likelihood of engagement and completion.

Another approach to value integration is a mentorship program. Mentorship can ensure that the voices of younger staffers are being heard, and their values are being incorporated into corporate policy. By facilitating mentor-mentee relationships, organizations can help strengthen working relationships and help less seasoned employees feel more confident and cared for.

Competitive Pay

On average, Gen Zers carry student loan debt of over $20,000 (that’s 13% more than Millennials.) Gen Zers are also some of the

main supporters of increased minimum wage, so low pay won’t go well. Competitive pay, or a salary equaling the rate an employee several years older might earn, is what Gen Zers are after. Additional finance-related benefits, like debt repayment assistance programs or financial wellness resources, are also attractive for hiring and retaining top talent. Not only does it help lift these young employees out of debt, but it also communicates to employees that they’re valued.

Investing in a productive and qualified workforce is a major endeavor, but worth the effort. Labor costs take up a significant portion of an organization’s resources, and finding, interviewing, and training new employees is costly and time-consuming.

Managers and HR teams often fail to spend time nurturing employees and integrating them into the organization, missing an opportunity to help them feel valued and included. This is especially true for remote employees who don’t have the luxury of walking to the office next door to ask for help. Addressing these issues through employee benefits, employee assistance programs, and wellness program participation can help make an organization better able to recruit and retain top talent.

Adapting for Gen Z is Adapting for All

After observing the hustle mentality of Millennials, and having experienced stress

and burnout throughout their lives, Gen Z is looking for a more sustainable, happier way of working and living. They expect increased support from employers and aren't settling for less compared to previous generations. The newest generation of talent knows what they want: mental and emotional health support, DEIB awareness, values reflected in organizational culture and activity, and competitive pay with financial wellness perks.

Many employees, particularly the high performers, are making work-life balance a priority equal to compensation. Perhaps they’re naïve, or maybe just hopeful. Gen Z wants it all, and their voices are worth listening to. Adapting to meet the expectations of Gen Z could bring positive change to the workplace for all of us.

Laura Neuffer, M.S., has more than 10 years of experience in corporate wellness and is currently employed as a Wellness Content Development Coordinator at CoreHealth Technologies. She strives to help create technology and programming that is used in worksite wellness programs around the world. Laura is also a registered yoga instructor and a former university adjunct professor of communications.

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Coping With Anxiety In A New Job

5 tips for success

By Dr. Doug Newton, SonderMind

Starting a new job can be an exciting and challenging experience. However, it can also trigger feelings of anxiety and stress, especially if you are someone who struggles with anxiety in general. In this article, we will explore some strategies to manage anxiety at a new job and help you overcome the challenges and stress of starting a new job.

Is It Normal to Have Anxiety After Starting a New Job?

It's important to acknowledge that feeling anxious or nervous when starting a new job is normal, and it’s common for changes in life to cause some stress and anxiety. You are stepping into a new environment with unfamiliar people and expectations, and that can be intimidating. Try not to be too hard on yourself for feeling anxious. Remember that most people experience some level of anxiety when starting a new job, and it's a natural response to a new situation. Let’s work on reframing your anxiety into excitement, and setting yourself up for success in your new role!

How Long Does New Job Anxiety Last?

New job anxiety can last for a few days, weeks, or even months, depending on the individual. However, most people find that their anxiety levels decrease over time as they become more familiar with their new environment and job responsibilities.

If you’re feeling that your symptoms are becoming overwhelming, you may want to consider exploring options through therapy. In addition to working with a therapist, here are 5 tips to help you manage stress and anxiety at a new job.

1. Be prepared on your first day to help alleviate stress at a new job

One of the best ways to manage anxiety about a new job is to be well prepared. Take the time to research the company, understand your job responsibilities, and learn as much as you can about your new role. If you’re going into an office, make sure you know which route you’re taking, lay out your clothes the night before, and do your best to get a good night's rest. This will help you feel more confident and in control, and you will be better equipped to handle any challenges that come your way.

2. Create a routine to help manage new job stressEstablishing a routine can help you feel more in control and reduce your anxiety levels. Plan your schedule and make sure you give yourself enough time to get ready for work. Start your day with a healthy breakfast, and allow some time for exercise or meditation to help you relax and prepare for the day ahead. If you work from home, set boundaries with family members or roommates to minimize distractions during work hours.

3. Connect with colleagues

Building connections with your colleagues can be a great way to reduce anxiety and make the transition to a new job smoother. Try to be friendly and approachable, and make an effort to get to know your colleagues — make it a point to have lunch with a peer during your first week. Having people you can talk to and share your experiences with can help you feel more comfortable and supported.

4. Practicing self care to help ease work anxiety

Taking care of yourself is essential for managing anxiety, especially when starting a new job. Make sure you get enough sleep, exercise regularly, eat a healthy diet, and take time for activities that you enjoy. If you feel overwhelmed or stressed, take a break and practice some relaxation techniques, such as deep breathing, meditation, or yoga. Positive affirmations can also be a great way to ground yourself when you’re feeling stressed.

5. Seek support to help manage anxiety and stress

If your anxiety levels are high or you are struggling to manage your stress levels, consider seeking professional help. A therapist can help you develop coping strategies and techniques to manage your anxiety and stress levels. Don't be afraid to reach out for support if you need it.

Final thoughts

Starting a new job can be stressful and overwhelming, but with the right mindset and strategies, you can manage your anxiety and make a smooth transition. Remember to be kind to yourself,

prepare as much as you can, create a routine, connect with your colleagues, practice self-care, and seek support if needed. By taking these steps, you can overcome new job anxiety and enjoy a successful and fulfilling career.

Dr. Doug Newton, MD, MPH is the Chief Medical Officer at SonderMind. com . The focus of Doug’s efforts is to drive efficient and effective solutions, and his data-driven approach allows him to develop and evaluate quality metrics and ensure clients are receiving the best clinical outcomes possible. Doug holds a Doctor of Medicine from the University of Wisconsin and a Master of Public Health degree from Yale University.

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