![]() ![]() Employees also request autonomy in determining when and where work gets done: of those who have returned on-site, a majority report that flexible work schedules (60 percent) and hybrid work arrangements (57 percent) could reduce stress. Among safety interventions, improved air filtration was a core request, with 62 percent of respondents reporting that it could decrease the stress they experienced from returning on-site. Among those who have experienced negative mental health impacts of returning on-site, the top drivers have been concern about their own safety due to COVID-19 (45 percent) and risk of contracting COVID-19 and transmitting it to unvaccinated or at-risk children and loved ones (29 percent).Īs employees return on-site from remote work, they report that COVID-19 safety and flexible work arrangements could help alleviate stress. These pre-return concerns largely align with the experiences of those employees who have already returned to on-site work. While some employers have already begun to take steps, opportunities remain.Ĭonsumers who expect going back will have a negative impact on their mental health overwhelmingly attribute it to concern over safety and protection from catching COVID-19, as well as to concerns about scheduling flexibility. 3 Garen Staglin, "Embedding preventative mental health care in the workplace," Forbes, June 24, 2021,. Employers can take immediate actions to support employees’ safety concerns and need for flexibility in the return to on-site work over the longer term, they can continue to evolve operating models and workplace culture to support mental health, belonging, and flexible ways of working. This support can have concrete effects on critical workplace outcomes, including employee well-being, satisfaction, productivity, and absenteeism. Pervasive workplace stigma exacerbates this risk, with fewer than one in ten employees describing their workplace as free of stigma on mental or substance-use disorders, leading many to avoid seeking needed care.Įmployers who recognize and prioritize psychological safety alongside physical safety in their post-pandemic operations can help employees’ mental health and their own efforts to cultivate inclusive workplaces. a real risk exists that millions of people will encounter yet another wave of stress and anxiety as they return to the workplace. With a workforce already suffering from a notable rise in mental distress from the pandemic, 2 2021 mind the workplace report, Mental Health America, March 2021, Erica Hutchins Coe, Kana Enomoto, Patrick Finn, John Stenson, and Kyle Weber, “ Understanding the hidden costs of COVID-19’s potential impact on US healthcare,” September 4, 2020, National Center for Health Statistics, “Anxiety and depression,” Centers for Disease Control and Prevention, last reviewed June 30, 2021, cdc.gov. ![]() Almost half of those who have not yet returned anticipate negative mental health impacts. said their return to work has had a negative impact on their mental health. But while some employees may welcome the return to on-site work, one-third of respondents in a new McKinsey survey 1 McKinsey Consumer Health Insights, June 14, 2021. As the population fully vaccinated against COVID-19 grows, more employers are asking employees to come back into the office. ![]()
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