Work, family, finances…sometimes, these demands can be too much to handle. How can employers help employees manage stress more effectively?
For many organizations, the HR implications of this downturn have been profound. Revenues are low and companies need to cut costs, so wage and hiring freezes are common. Downsizing and layoffs are also widespread. But how does all of this affect the employees left behind?
Let’s start with the good news. A recent Towers Perrin survey of more than 650,000 participants found that employee engagement hasn’t really been affected by the current economic crisis—in part because employees are clearer about their job responsibilities and have more confidence in their long-term career opportunities now than a year ago. It seems employees are generally willing to help the company get through this rough patch.
But there’s also a darker side to the story. With increased work demands and lingering fears about job security, stress is taking its toll and employee burnout is a real concern.
According to the 2009 sanofi-aventis Healthcare Survey, 38% of respondents agreed that they’ve experienced serious stress in the workplace in the past 12 months, which has made them physically ill. And a whopping 31% agreed that stress at home or in their personal lives has made them physically ill, with women reporting more high stress than men.
Some of these stressors may be exacerbated by economic conditions. For instance, personal debt and financial issues are a cause of anxiety for many families today. Case in point: respondents to the sanofi-aventis survey identified personal finances as their No. 1 source of stress.
Of course, the employer isn’t responsible for solving employees’ personal problems—but it can support them in getting the help they need. Employee assistance programs, for example, can address a wide range of employee issues, financial or otherwise. And front-line managers should know the signs of burnout and handle it with care—especially during a hiring freeze, when each employee’s contribution is even more critical.
It’s easy to look at a workforce in terms of overall productivity when tough choices must be made. But when employees are expected to work harder for less money, with less time and fewer resources, it’s important to keep in mind the human impact of these HR decisions.
Alyssa Hodder is Editor of Benefits Canada.
alyssa.hodder@rci.rogers.com
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© Copyright 2009 Rogers Publishing Ltd. This article first appeared in the July 2009 edition of BENEFITS CANADA magazine.