Page 16 - BusinessWest September 4, 2023

“We might not have all the answers, but we may be able to make all kinds of accommodations. We need to try.”
PAM THORNTON
depression, it’s an invisible disability. But people don’t want to miss work.”
That leads to the phenomenon called ‘presenteeism,’ she noted, which connotes people who come to work but aren’t fully invested because of what else they’re dealing with, affecting both their wellness and the com- pany’s productivity. Mental health can also affect physi- cal health, she added, which makes the situation even worse.
There are resources companies can offer, however. At PeoplesBank, she cited a well-attended class on burnout and resilience, robust mental-health coverage in employee health plans, and free subsciptions to online resources like Calm.com, a meditation and mindfulness app, and Care.com, a resource for finding dependent care.
“The important thing is, we’re trying to promote well- being,” she said, also noting that the bank has invested in its employee-assistance program (EAP). “We’ve done a lot to get people to use our EAP and give them access to mental-health professionals. The EAP is open to not only them, but their family. It’s also important that peo- ple know it’s confidential and free of charge.”
Thornton agreed that EAPs are a valuable tool to help employees with issues that company leadership might not be suited to deal with. “It’s confidential, and it provides a resource for them to connect with someone who can help them.”
Doolin noted that, while EAPs have been around for some time, he sees them getting more attention now. In some sectors, they’ve long been a key resource for employees, Hendrikse added.
“I was in banking for 25 years, and the EAP was always a thing in banking. It was part of the onboard- ing process,” she said, adding that companies should emphasize such resources up front, during onboarding
and even recruitment, because they hold value for plenty of people.
“I don’t think a lot of companies stress that enough in terms of onboarding people. It’s important to have these conversations with people: ‘hey, we have these resources for you. If you’re feeling burned out, if some- thing’s going on at home, here are the resources we have for you.’ It sets the tone, knowing that you’re taking a job where you can be vulnerable about what you’re going through. It reduces stigma.”
After all, Hendrikse added, while employees certainly want good pay, a solid benefits package, and paid time off, they also value a culture that recognizes the damag- ing effects of stress and the need for work-life balance. “It would make me feel like this company cares about me and my well-being. And I think you might get a lot more engagement from employees when they feel val- ued and safe. I mean, we’re all human.”
That positive engagement means having conversa- tions with employees and building trust between the leadership and workforce, Thornton said. That might involve surveying employees on what they need and — even more critically — following up. That might mean more scheduling flexibility or mental-health days off, or recognizing when there’s just too much on an employ- ee’s plate.
“Hearing nothing, it’s easy to keep going along and assume we’re doing everything right. You have to get feedback,” she said. “When there’s turnover, sometimes you don’t replace a person, and now there’s more on someone else’s plate. That’s a real thing.
“Without good leaders — not just at the top of the business, but good, empathetic leaders throughout the company — you won’t be successful,” she added. “You have to invest in your leaders.”
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