Are your managers ready to talk about the menopause

MPs in the Women and Equalities Committee (WEC) are urging government to include the menopause as a protected characteristic — requiring employers to make reasonable adjustments to work condi-tions.

This, they say, will be crucial for dealing with negative attitudes towards women dealing with issues relating to the menopause, and making sure more women are able to stay in employment. “Menopau-sal women have been mocked and maligned for too long,” said the WEC chair.

Going to tribunals

In 2019, 900,000 women decided to leave their job because of a mismatch between their role and menopausal symptoms according to CIPD/Bupa research. More cases are starting to end up in court as people start to see that maybe it’s not their ‘fault’ — an employer is being unreasonable and uncaring.

HM Courts and Tribunal Service figures show a steady increase: 10 menopause-related employment tribunals in first six months of 2021 compared with 5 in 2018. Law firm Linklaters predicts 20 cases will go to tribunal in this coming year based on initial claims.

Listening first

EAPA UK chair Eugene Farrell said: “The WEC’s Menopause and the Work-place report is an important milestone in terms of changing attitudes to women in the workplace. More than ever, organisations need to find ways to keep their talent.

“Legislation provides a backbone — making sure employers have to take notice. But when it comes to the day-to-day experience of women with menopausal symptoms, what matters most is what goes on behind the ‘official’ HR processes and whether there is a feeling of trust and safety when it comes to being themselves. Do women feel they are really being listened to and understood or are they being dealt with in a mechanical way, sticking to the legal requirements?

“EAPs are so important when it comes to making sure people have someone to talk to about their tangles of work and health-related issues.”

Who struggles with wellbeing most — staff or bosses?

A survey of more than 2,000 C-suite business leaders in the UK, US, Canada and Australia has revealed how almost 70% would like to leave their job for one that was better for their wellbeing.

The report by Deloitte and Workplace Intelligence (The C-suite’s role in well-being: How health-savvy executives can go beyond workplace wellness to workplace well-being) highlights the negative impact of the recent pandemic years on the wellbeing of top execs. 36% said that they were feeling exhausted, leading to ill-health; 24% were ‘lonely’, and 23% ‘depressed’.

Disconnected experiences

Figures also point to very different perspectives on who the pandemic affected most, whose wellbeing has come under the most pressure. More than 80% of the C-suite thought their employees were ‘thriving’ in terms of their wellbeing; 90% believed they understood entirely how difficult the Covid-19 years had been for their staff.

At the same time, fewer than half of the workforces themselves thought that their bosses understood the challenges. Just 56% believed that the C-suite cared about them and their wellbeing.

Early interventions

EAPA UK chair Eugene Farrell said: “It’s true that the leadership and employees have been under different kinds of pressures in the Covid-19 age. Rapid adaptation and strategic re-working on one side, delivery and adaptability on the other. But both have affected wellbeing in serious ways.

“What matters is that C-suite executives take wellbeing seriously for themselves — and appreciate that less obvious responsibility really doesn’t mean there’s a carefree existence among their staff. No one is more deserving than anyone else, and ultimately a holistic approach to wellbeing, one where everyone is aware of its importance and understands different needs for support, is the healthiest environment for organisations and their performance.

“And if top execs are feeling isolated and removed from the rest of the business, coming together to share in wellbeing activities, whatever form they take, could be the best way to re-connect.”

Who struggles with wellbeing most — staff or bosses? – EAPA UK

Why we still can’t talk about the ‘m’ word

A survey of 1,428 employees in the UK by MetLife has provided pointers to how the cost of living crisis is putting serious strains on mental health and relationships.

38% said the state of their finances was making them stressed or anxious, and a further 26% had experienced feelings of depression. 31% had lost sleep; 15% said that money problems had led to arguments at home. And the data comes from research carried out in February — before the more recent escalation in energy bills and inflation generally.

The MetLife survey suggests that 30% have no-one to turn to for financial advice (the 70% who do mainly just mean talking to their partner our family).

Not talking

A separate report, Aviva’s 2022 Working Lives report, has highlighted an underlying issue. Around 75% of employees have never had a conversation with their life manager about financial wellbeing — confirming the idea that people are uncomfortable with talking about personal finances at work.

The 45-54 year-old age group of employees were least likely to have talked about financial wellbeing; 18-24 year-olds were most likely.

At the same time, awareness of the central role of stable finances for both employees and organisations is high. 35% of employers said the cost of living crisis was their top boardroom concern; 34% of staff said wages were their main worry.

Orderly house

EAPA UK chair Eugene Farrell said: “Talking to professional EAP advisers is a hugely beneficial way for employees to start organising their finances, to get a grip on outgoings and how they can get themselves onto the most solid basis possible.

“Managers can flag ways to get help, but they’re not in a position to solve problems. And going to a boss with just worries and fears, hoping this will lead to a salary increase just isn’t the best or most practical approach.

“Employees need to be able to help themselves first of all, with the clear-eyed support and insights from an EAP, to demonstrate they are taking action.”

Why we still can’t talk about the ‘m’ word -EAPA UK

Who’s listening to LGBT+ employees?

Around 20% of workplaces have no policy in place to support LGBT+ employees, claims a new TUC sur-vey carried out in time for Pride month (July).

Less than half of the 1,000 HR decision-makers said they had clear guidelines for reporting concerns about discrimination. Meanwhile, 15% agreed they had needed to deal with a discrimination case in-volving one or more LGBT+ employees.

A world of difference

51% said they had a policy that prohibited LGBT+ discrimination, bullying and harassment — but only 34% had reviewed the policy in the last year (and 28% that they couldn’t remember when the policy was last updated). Fewer than half those HR professionals surveyed said that family policies around adoption, maternity/paternity and shared parental leave applied equally to LGBT+ employees.

Only 13% monitored the pay gap – estimated by the TUC to be around 16%, meaning that LGBT+ staff earn £6,703 less than their non-LGBT+ peers.

In response, the TUC has called for the Government to legislate to introduce a new duty for employers to “protect all workers from harassment by customers and clients”, along with providing statutory pay gap reporting.

EAPs always listening

EAPA UK chair Eugene Farrell said: “Pride month is an opportunity for communities and employers to show their solidarity and support. But what does that mean in practice? Fair and equal treatment in terms of pay and people policies should be a given.

“There’s also the question, though, of everyday conversations and issues, the little incidents that make LGBT+ employees feel uncomfortable and isolated. The ways in which LGBT+ lives can be more complicated than non-LGBT+, and it’s not always easy or possible to talk to managers without making a big-ger issue of things. That’s when EAPs and confidential advice from a professional becomes such a valuable source of advice and reassurance.”

Is it healthy for 8 million adults in England to be taking antidepressants?

According to data on NHS prescriptions, 8.3 million adults in England took antidepressants in its 2021-22 reporting period — up from 7.9 million in the previous year (a 5% rise).

This is now the sixth year in a row that the numbers have risen. Women are twice more likely than men to be prescribed antidepressants.

There was a larger proportional increase among young people: 8% among 10 to 19 year-olds.

Talk or medicate?

The debate continues over the value of therapies vs medication in treating cases of depression and anxiety. NICE (the National Institute for Health and Care Excellence) has recommended exercise and therapy over antidepressants for milder cases, as well as group classes in meditation, CBT and individual counselling.

But other mental health groups have argued that it’s important for there to be a range of options to suit different circumstances, seeing antidepressants as a vital part of the support offering: drugs shouldn’t be stigmatised as the ‘quick fix’ option, they say.

Early interventions

EAPA UK chair Eugene Farrell said: “The rise in antidepressant prescriptions may well reflect changing attitudes and more awareness and openness in society generally. People feel more able to go to their GP and admit they’re having problems.

“But we also have to take into account the pressures on the NHS. Access to therapies is limited and involves waiting lists that just don’t work for people experiencing a psychological crisis.

“There needs to be more attention to how so many of us get to that stage in the first place. People need to be able to access support, have someone to talk to much earlier rather than waiting until mental health is a problem needing immediate action. This is the next step in improving the mental health of the nation — making it normal to talk about worries and problems, getting support from professionals like those working for EAPs whenever needed.”

Can employers afford to buy their way out of financial stress?

Around 70% of employees at Rolls-Royce Holdings have received a big helping hand in dealing with financial worries caused by high inflation: a bonus and a backdated wage increase that adds up to a 9% rise. Thousands of other staff are to be given a one-off cash lump sum.

The extra staff payments are expected to cost Rolls-Royce more than £40 million.

Bills, bills, bills

The financial intervention comes at a time when all UK employees are facing a challenge to their household budgets, from sky-high energy and petrol bills, higher National Insurance payments and a general increase in prices. As a result, more people are switching jobs for higher pay, taking on more hours and working through periods of sickness.

Research by software firm CIPHR among 1,000 UK workers showed 12% had moved to better paid roles; 31% had worked longer hours or shifts because of financial worries; 12% had taken on a second job. 26% of men and 18% of women had asked for a pay rise to help cope.12% had asked for improved benefits.

How much for advice?

EAPA UK chair Eugene Farrell said: “In this new crisis for the world, every extra piece of financial support from employers is going to be a relief, particularly for staff on lower incomes. But it’s not the long-term solution. Bigger payouts only fuel inflation and the cycle goes on.

“Few employers are going to be in a position to keep up with inflation this year. And what happens next year, and the year after if levels are still high?

“Retention shouldn’t be reduced to a matter of cash. HR has to find ways to be smarter about helping people with their financial stress, encouraging engagement and loyalty. EAP services don’t involve any new costs for employers. They are an obvious and practical means of supporting people in the right ways, helping them come to terms with changes in finances, appreciate the implications, and be stronger for the long-term.”

For ESG we need the EAP

CIPD President, Baroness Ruby McGregor-Smith, has called for boards to hand over responsibility to HR when it comes to meeting environmental, social and governance goals (ESG).

While ESG was now on all CEO and senior executive’s minds, they needed support and drive to take action from those closest to people issues and concerns. ESG had to be fully embedded into business objectives — or there was the real risk of being exposed in future, with serious implications for the employer brand, recruitment, retention and overall performance.

Virtue-signalling

“The more senior you get in an organisation, the less you know about the day-to-day activities of the organisation,” said Baroness McGregor-Smith at the 2022 Festival of Work. Too often this led to “virtue-signalling” where ESG just became part of the branding and promotional side of activities rather than having real meaning and being part of policies and behaviours.

She emphasised the importance of HR in taking a lead, and basing their work on more data collection on actual employee experiences, what’s behind staff choosing to leave, as well as their promotions, their wellbeing and sense of purpose within the organisation. Employees had to be feeling “empowered” by their organisation.

EAPs for all

EAPA UK chair [https://www.eapa.org.uk/] Eugene Farrell said: “Whether organisations are seen as being successful isn’t enough for either consumers and employees. The reputation of organisations is more and more dependent on their bigger role: are they really a ‘good’ influence on society, a good employer that cares about people and planet?

“More employers are being found out, and are going to be found out as not living up to their branding — making attention to staff experience a must-have for HR, and in turn, for the employer as a whole. The critical heart of this work has to be staff wellbeing and sense of purpose, feeling they can be themselves at work, are cared about as an individual human being, and are part of a community that had a shared mission.

“On a practical level, this is where EAPs and the range of services an EAP can provide — including anonymised data on trends — are an essential.”

Are employers forgetting the frontline ‘deskless’ workers?

A study among 9,000 frontline workers — healthcare staff, couriers, retail staff and chefs etc — has highlighted how 64% felt they couldn’t speak to their manager about workplace stress (let alone stresses caused by situations outside of work).

The 2022 State of the Deskless Worker report carried out by Quinyx looks at levels of engagement among ‘deskless’ staff, and how motivation and satisfaction can be increased.

The study found that 29% of frontline staff in the UK believed that improved communication with management and employees would increase their motivation — but around half felt they weren’t being listened to.

Desk-free contact

The report findings are a reminder of the particular challenges that continue to surround communications and engagement with frontline staff who aren’t part of the same kinds of office and desk-based routines — access to email, one-to-one meetings, and reminders of support services.

Frontline workers are those who have taken on the greatest pressures and risks during the Covid-19 crisis, as well as greater potential for reduced hours or redundancies in some sectors). At the same time they can feel they aren’t given the same kinds of attention and benefits as desk-based colleagues — as if retention and loyalty (and stress levels) isn’t as important an issue.

EAPs for all

EAPA UK chair Eugene Farrell said: “Many of the sectors struggling most with recruiting and retaining their staff are those relying on deskless, frontline workers — like airlines, like hospitality. And this can have serious business implications, as the travel industry is finding out.

“Building relationships between staff and line managers in HQ is harder in these situations, without being in a single location and linked together by desk communications. But there may also be lingering cultural issues here: where the benefits and perks are targeted more to higher paid, office-based professionals. Maybe, even, where ‘stress’ is only something that the senior executives have to cope with.

“Organisations should be one team. People have different roles but all should have a shared sense of purpose and be recognised for what they do. Everyone, to one degree or another, is relying on the work of others around them. The EAP is the kind of service that is open and accessible to everyone, anytime, and makes sure that everyone is listened to — whether that’s stress at work or at home.”

Are employers forgetting the frontline ‘deskless’ workers? – EAPA UK

Can the four day week put an end to burnout and poor mental health at work?

A six month project will see more than 3,300 employees at 70 companies work a four day week with no loss of pay.

The pilot runs from this month until the end of the year among a variety of employers, ranging from a seaside fish and chip shop to finance, construction, education and IT businesses. The organiser, 4 Day Week Global, is running the scheme alongside Cambridge and Oxford universities, Boston College, Autonomy and the 4 Day Week Campaign.

New frontiers for quality of life

The UK is leading the way in testing the potential of new ways of working, said 4 Day Week Global’s CEO Joe O’Connor. “As we emerge from the pandemic, more and more companies are recognising that the new frontier for competition is quality of life, and that reduced-hour, output-focused working is the vehicle to give them a competitive edge.”

Researchers will be tracking the progress of participants in terms of their wellbeing (stress and burnout), productivity, the changes in environmental footprint (travel and energy use) and issues like gender equality.

“The 20th-century concept of a five-day working week is no longer the best fit for 21st-century business,” said the chief executive of one participant, the Charity Bank. “We firmly believe that a four-day week with no change to salary or benefits will create a happier workforce and will have an equally positive impact on business productivity, customer experience and our social mission.”

Not just productivity

EAPA UK chair Eugene Farrell said: “The Covid-19 experience in itself was a huge experiment in the impact of home working and more time for friends and family. What was clear from that was how differently people reacted. For some, more free time was a golden opportunity; for others it only heightened their sense of isolation.

“The four day week will certainly improve satisfaction levels for a proportion of the workforce, provide more of a release valve for pressures. But more time off is not going to be the simple answer to the UK’s challenges around stress and mental ill-health.

“It’s very clear in the trial that employers expect to maintain, and believe they can raise, levels of productivity. In other words many staff will find they’re under more pressure to deliver outputs and results in the four days. As we all know, holidays can be a welcome relief, but they don’t mean anything has changed when we’re back to our routines. A healthy balance for employees happens when organisations understand the pressures, are willing to listen to individual concerns and be flexible in everyday ways, when there’s a culture of trust and support.”

How financial stress is changing employee priorities

The 2022 Wellness Barometer Survey by BrightPlan shows that 72% of staff report being stressed about their finances, affecting their mental and physical health — up 11% on 2021. Top causes of worry are rising inflation, retirement planning and market volatility.

In terms of benefits, the survey claims that finance-related benefits are now the most sought after, leaping ahead of mental health and flexible time off since last year. 88% expect their employer to be actively helping them deal with the cost of living crisis.

Package up

UK software firm IRIS is an example of how some employers are stepping up with a new package of support.

The company has ensured a broad range of benefits to meet the diversity of situations. At the core of the offering is an EAP, alongside a team of mental health first aiders and new web pages giving advice on financial awareness. This is backed up with new offers such as one-to-one financial coaching with an external consultant, and workplace individual savings accounts (ISAs). IRIS has also boosted attention to health cash plans and discount schemes on offer.

Financial times

EAPA UK chair Eugene Farrell said: “A sense of financial insecurity is so often a root cause for mental and physical ill-health, they are all bound up together in ways that can create a vicious circle.

“The first job for employers, and in some ways the most important, is making sure people are paying attention to their finances and not sleepwalking into serious problems with debt. That can mean fundamental changes to lifestyle with implications for partners and families, what happens to expectations of treats and luxuries. And that can affect relationships and sense of self-worth.

“This is why the EAP is important versus any temporary offers or even increases in pay — it’s a way for employees to look at the big picture of money, relationships and their health, how their life might have to change and what’s going to work and how.”