An Opinionway scale recently revealed that 50% of employees said they were in a situation of psychological distress. Behind this blackboard, what is the real situation on the ground? Does widespread teleworking coupled with successive confinements and curfews necessarily rhyme with employee depression? Can a new, more responsible business model emerge from this crisis?
The health crisis, an undeniable catalyst for certain mental disorders
Feeling of isolation, depression, overwork, anxiety, burnout… are all ailments that pre-existed the health crisis and which unfortunately will survive it.
The period we are going through has nevertheless acted as a catalyst for certain disturbances.
First, there is the virus, invisible, omnipresent and with devastating effects. Then there is the stress and anguish caused by the fear of the unknown and the inability to project yourself. The combination of these elements constitutes an “explosive cocktail” for mental health.
By sending millions of employees to telecommute, the crisis has weakened social ties, erased the line between personal and professional life and encouraged social phobias.
From the psychologist’s point of view, the impact of this “revolution” at work is manifested by questions linked to the new rules of social interactions at work: how to announce a pregnancy by teleworking? How to integrate into a new team without discussing around the coffee machine? How to “celebrate” his retirement?
On the other hand, we must integrate this new way of working everyday at home. However, how to guarantee the same efficiency while managing the children? How to flourish in your relationship by living with your partner in the same room throughout the day? How to find the right balance between private and professional life without leaving home?
All these questions have generated in most of us a form of mental “rumination” resulting in a lot of anxiety.
The opportunity to refocus on oneself experienced as a new form of social pressure
Some experienced the first confinement as a social injunction to do some introspection. This could have triggered the reactivation of painful, even traumatic memories.
Many employees have had plenty of time to dissect what occupies most of their time, namely professional activity.
In practice, this is manifested by patients complaining of having had “a lot of time to think and realize that things were wrong”. Diffuse discomfort, feelings of existential guilt, buried frustrations linked to what we would have liked to experience …
Some have come to the overwhelming conclusion: “I have a busy job that doesn’t give me any pleasure. In the absence of real social interactions, all that remains is constraints, pressure, deadlines to meet, etc. ”
What if finally, from this slump arose a real opportunity to get better?
On the contrary, introspection in some patients has led to positive decisions: deciding to leave this company with which we no longer share the same values; burst the abscess and finally explain with this manager a little too urgent or simply opt for a better balance of life …
However, it is on the employers’ side that introspection seems to have been most beneficial.
Thus, at the recent Davos forum, the main recommendation was aimed at the need for business leaders to care about the mental health of their employees.
At Upfeel.io (platform dedicated to the mental well-being of employees) we see this recent change in mentalities on a daily basis.
At a time when 46% of employees say that their mental health has a negative impact on their productivity (Ipsos, December 2020), well-being has become the topic of the moment for many business leaders and human resources managers.
It has become crucial to intervene to prevent psychosocial risks, discomfort and more generally to offer the keys to personal development to employees. At Upfeel.io, this involves establishing confidential contact with psychologists, certified coaches and dietitians, and providing inspiring content.
Thus, when we present our solution, its implementation is no longer perceived as an additional advantage offered to employees but a potential source of increase in the company’s income!
From this devastating crisis emerged the conviction that employee well-being is at the origin of performance and not the other way around. What if the company was finally accepting to put people at the heart of its concerns?