Supporting the wellbeing of remote workers
Widespread homeworking has been with us for a year, and one of the biggest challenges for employers remains how to ensure the wellbeing of their staff who are working remotely. Emma O’Connor, head of HR training at Reading-based tech law firm Boyes Turner LLP discusses the issues and asks how businesses can adapt their wellbeing strategies to support a new working culture.
Apart from legal obligations to look after your workforce’s health and safety, supporting the wellbeing of employees has significant business benefits, contributing to increased engagement and productivity. This is particularly important – and challenging – when employees are working from home.
Health and wellness issues should be looked at holistically and proactively, rather than being reactionary. It is much better to have a wellbeing programme that seeks to prevent health issues escalating than implementing formal interventions which are often too little, too late.
Wellbeing in a remote working world
Everyone’s working-from-home experiences are different. Some people prefer to be away from work and not having to commute. Others are finding it difficult to create a work/life balance and are missing the routines of their old working life. Many are finding themselves being a leader/employee/partner/parent/teacher in the same hour of the day in the same space and it is difficult. Others are lonely and missing the connection of being in the workplace. Some staff are experiencing burn out and ‘zoom fatigue’ is commonplace.
There is also an incredible amount of uncertainty that may be affecting your employees’ mental health. Many people are worrying about their job security and the health of their families and loved ones.
How to approach wellbeing
One size does not fit all. Every organisation is different, so it is important to look at your business and your people to see what is workable, achievable and realistic. Be clear what the aims or purpose of any wellbeing strategy is and ask your people what they want or would find helpful. Be prepared to flex ideas and be as inclusive as possible.
Consider workforce wellbeing as part of a long-term people management strategy, rather than a short-term gimmick.
It may be useful to look at small gains, which are sustainable over the long-term, rather than grand gestures that are doomed to fail.
Crucially, there needs to be leadership buy-in with messages and aims coming from the top down. Consistency of messaging and leading by example are crucial. For example, encouraging your people to be more mindful about their working hours or wanting to combat ‘presenteeism’ is undermined by managers sending emails at 11pm. Leaders talking openly about their own wellbeing and mental health can also have a very positive impact.
We have to think about how wellbeing strategies can positively support remote working. Cake sales or in-house therapy sessions are great, but how can we replicate wellbeing initiatives when people are working from home? Can organisations be cleverer in delivering and emphasising the wellbeing messaging? What can be achieved virtually? Being away from work should not be a barrier to supporting the wellbeing of your people.
It’s not easy to ask for help, but focusing on looking after ourselves, reaching for our own metaphorical oxygen mask first, before looking after other people, is especially important at this time. Employers can help by offering support and a listening ear or signposting employees to organisations who can help.
To contact O’Connor, email:
0118 952 7284
For more information about Boyes Turner go to: 
