According to the September 2020 edition of the Mental Health Index, the mental health of Canadians continues to be significantly more strained than prior to the pandemic.
An uneven pattern is emerging with modest increases from April to July 2020, a decline in August and a return to July’s score of -10 in September. The level of mental health in September remains concerning as it indicates that the working population is currently as distressed as the most distressed 4 percent of working Canadians, prior to 2020.
Individuals who recently returned to the jobsite had a lower mental health score (-11.0) than those who either remained at the worksite (-7.1) or had always been and continue to work from home (-8.6). Individuals with the lowest scores are working from home as a result of the pandemic (-11.4), and those who are both working from home and at the jobsite (-12.9).
The most prevalent concern, and the top concern impacting mental health because of the COVID-19 pandemic, is related to finances (38 per cent). This is followed by the fear of getting ill with COVID-19 (34 per cent). Individuals that indicate loneliness as the primary concern (16 per cent) have the lowest mental health score (-25.8), followed by 12 per cent who fear dying from COVID-19 (-17.7), and 22 per cent who indicate overwork/work strain
as a result of the pandemic (-17.0).
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The rate at which the mental distress of employees is rising is alarming. There are insufficient resources to assist, and as we grapple with what has become the new norm, employers and employees need to realize this fact and take action.
To foster a more attentive, empathetic, and ultimately productive workplace, employers must recognize this and act. Not because there is a legal duty to do so, but because there is a moral one.
- Natalie C. MacDonald
MacDonald & Associates
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Considerations for Employers
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As organizations focus on managing through the pandemic, addressing the potential for additional waves of COVID-19 and building resilience into their businesses to address social and economic disruption, ten key actions should be considered.
1. Communicate about mental health frequently and recognize that the pandemic has increased the level of mental health risk for all people. This helps remove stigma and builds awareness that each individual needs to be active in managing their mental health and supporting others.
2. Train or educate managers on the need for increased recognition during difficult times; the need for reasonable flexibility with respect to how work is done; and how to recognize and respond to signs of burnout.
3. Promote mental health resources such as Employee Assistance Programs, and in particular the digital resources within such programs to ensure no barriers to care, even with the continued concerns regarding contracting the virus when seeking care.
4. Consider internet-based Cognitive Behaviour Therapy, which helps build the skills necessary for challenging times when anxiety is high.
5. Provide resources that support financial well-being and, in particular, emergency savings, given its strong impact on mental health.
6. Survey employees to determine the unique needs and challenges of your people, including isolation, and to measure whether your efforts to support them are having an impact.
7. Pay particular attention to those who have recently transitioned back to the worksite, given concerns about health, and personal re-adjustment.
8. Focus additional attention on groups that are most at risk, including parents, younger employees, lower income employees, people of colour and those who identify as female or other. Listening sessions and targeted education sessions provide practical value and show empathy.
9. Recognize that certain necessary employment changes may have increased the mental strain on employees, in particular, reduction in hours or salary. Individuals who have had their salary or hours reduced have a level of uncertainty and would benefit from additional attention to ensure that they remain connected, informed, and valued through this time.
10. Ensure that your organization is consistent in your efforts to support mental health among employees as inconsistent action erodes the benefits you may have realized prior to or early on in the pandemic.
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Financial Stress and Lost Productivity
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During the lockdown, financial stress is top of mind for workers, some of whom have been laid off or had salaries reduced. Support for them is warranted from both payroll and HR departments, especially since this can have a direct impact the bottom line.
“We’ve calculated that financial stress results in about $16 billion of lost productivity a year here in Canada and the reason for that is that about a quarter of working Canadians spend almost 40 minutes a day distracted by personal financial matters at work. That is a real impact on productivity,” says Peter Tzanetakis, president of the Canadian Payroll Association.
“Right now, about 55 per cent of companies actually have pay-yourself-first programs. That means there’s 45 per cent that don’t. HR has been really focused for a number of years on supporting mental wellness of employees; for example, through implementing employee assistance programs. But, similarly, payroll can really play an important role in supporting employee financial wellness by providing resources to reduce financial pressures and stress.”
Dedicated payroll professionals and business leaders across the country can help by:
- Helping to establish solid, long-term savings habits for workers through the implementation of pay yourself first programs. Such a program sees employees work with payroll to ensure a portion of their paycheque is automatically deposited into a separate savings account. This encourages better money management, a higher rate of savings, and the steady accumulation of retirement funds, all of which contribute to financial wellness.
- Engaging employees to lower stress levels. Clearly communicating to employees on the steps the organization is taking to support them, especially during a crisis, is important. Given that half (48%) of all survey respondents believe their organization will undergo future layoffs, any positive news would be beneficial to alleviate concerns that they will remain on payroll.
- Contributing to conditions that create certainty. For example: by having a clearly communicated payroll continuity plan in place, in the event of a crisis like the COVID-19 pandemic, and implementing a top-tier payroll system that helps pay-day run on-time, and gives employees the confidence of knowing that their paycheque is accurate every time.
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"Slow breathing is like an anchor in the midst of an emotional storm: the anchor won't make the storm goes away, but it will hold you steady until it passes."
- Russ Harris
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