Even though it seems as if time passed by both slowly and quickly during the past, very strange 12 months, it’s not that difficult to remember the days immediately preceding the announcement of the COVID-19 pandemic (and, for us in the States, the days just prior to the President announcing a national State of Emergency). Many of us may have spent the weekend beforehand spending time with loved ones in a restaurant or movie theater, or perhaps enjoying a night out with friends at a crowded bar.

Within a matter of days, those activities were shelved and the world as we knew it was changed nearly instantaneously. For individuals with mental health issues (which affect 26% of all adults in the United States, according to the National Institute of Health), the toll was much greater: unheralded anxiety due to uncertainty, loneliness, and a constant barrage of negative headlines of the unfolding calamity.

Compounded by global economic disruption, massive layoffs and furloughs in specific industries, and a general sense of vagueness regarding the progression of the pandemic, talented workers with mental health issues needed flexibility more than ever over the past year. While it is only human to support these individuals with care and support, there is a greater link between mental health and the Future of Work…one that is founded on the limitless potential of empathy in how businesses address how work is done.

Empathy and Flexibility as Critical Future of Work Attributes

If there’s one thing that we learned over the past year (and let’s be honest: we’ve learned MANY things, from how to bake bread, the importance of video conferencing mastery, and much more), it’s that the pandemic’s disruptions lead to an interesting development: many of the Future of Work movement’s evolving principles, including remote work, digital transformation, and non-technological strategies, were accelerated.

Businesses quickly learned how to collaborate across distributed workforces/teams, while others experienced first-hand the value of automation in business locations that couldn’t allow for more than a small percentage of on-site work at a given time. In looking at the less obvious accelerants, however, there is one that has taken on greater meaning and impact in the face of the myriad changes the business world has collectively experienced: the rise of empathy and flexibility.

The collective trauma left in the pandemic’s wake affected nearly every individual in some profound manner, a joint sense of struggle that opened pathways for business leaders and managers to employ different modes of leadership. For example, working parents faced with a sudden lack of daycare or school needed both the actual and emotional support of their leaders to contend with a series of new challenges, while the dramatic shift to remote work ruptured the once-delicate work/life balance and required those same leaders to be more flexible in how they managed their staff.

Mental Health’s Role in the Future of Work

The issues detailed above sat on top of the already-critical issues faced by the tens of millions of workers with mental health issues. A worker with anxiety or depression (or both) could now contend with burnout due to taking on additional new roles in the age of social distancing, as many more workers with more severe mental health challenges are still forced to traverse the complicated pathways left behind by how to be productive while various modes of worry plague their minds, even now a year later. Too, the pandemic itself triggered a new “wave” of individuals who experienced mental illness for the first time, compounding the greater issue at-hand.

What does this mean for the Future of Work movement, you know, the set of attributes that describe how a business optimizes its talent, technology, and strategy to best get work done? Well, it all boils down to fusing mental health and employee wellbeing into greater workforce, staffing, and work optimization strategies, much like how diversity, equity, and inclusion initiatives are becoming table stakes for how business address projects, staff roles, and find top-tier talent.

Addressing mental health, as well as employee wellness and wellbeing, must be melded into other foundational workforce strategies, similar to how new technology and new talent acquisition approaches (such as direct sourcing) have become key pieces of the Future of Work puzzle. The very essence of the Future of Work movement is to optimize how work is done and enhance the productivity of both talent and technology. Mental health is a critical factor in just how productive, creative, and innovative the workforce can be in how work is addressed and ultimately optimized.

As business leaders continue to prioritize the “basics” of supporting worker mental health (via empathy and flexibility), the following actions will be critical in the year ahead:

• Push employee wellbeing up the priority list for 2021.
• Offer an open and inclusive culture for those workers that need to speak their minds.
• Cultivate an environment in which all workers, regardless of position, feel “physiologically safe.”
• Prioritize the human connections between leaders and their staff (such as scheduling more video conferences).
• Institute flexible policies that discourage worker burnout and allow for enhanced productivity.
• Restructure paid time off (PTO) policies to ensure that workers can take the time they need to maintain a healthy work/life balance.

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What Does 2021 Hold for the Agile Workforce and the Future of Work? (Part II)

Tagged in: Christopher Dwyer, Contingent Workforce, Future of Work, People, Strategy, Talent Management, Technology