Why a four-day week won’t transform workplace wellbeing

A group of around 30 companies across the UK are taking part in a new trial of a four-day working week.

The pilot is being carried out by the 4 Day Week Global partnership made up of the University of Cambridge, University of Oxford, the Autonomy think tank and Boston College. Under the six month scheme, employees will be given the same pay but will also be expected to deliver the same degree of productivity.

The UK project follows in the footsteps of Iceland where working hours were cut to 35-36 each week for 2,500 workers. An analysis of the outcomes showed how there had been rises in both productivity and wellbeing. Scotland announced plans for its own trial in 2021.

Output focus

The pilot is seen as having the potential to being about a step-change in the nature of work. According to the 4 Day Week website: “The UK works longer hours than most of Europe. It is not making us more productive. It is making us stressed, over-worked and burnt out.

“The four-day week challenges the current model of work and helps companies move away from simply measuring how long people are ‘at work’, to a sharper focus on the output being produced. 2022 will be the year that heralds in this bold new future of work.”

Research backs up the value of shorter working hours to UK staff. A survey by Censuswide for ClickUp found that almost a third were “actively looking for a four-day week” or have already agreed one with their employer.

No silver bullet

“Presenteeism isn’t healthy for anyone, so a more flexible attitude to working hours, with more focus on getting work done rather than time spent at a desk has to be a step forward,” says EAPA UK chair Eugene Farrell.

“At the same time it’s important that HR and employers are clear about what offering shorter hours actually means in practice. Encouraging good mental health isn’t so simple as a four day week, as we’ve seen from more people working from home.

“On the surface WFH means flexibility, more time for family and friends. But it also means no divide between home and work. Sometimes a greater sense of pressure. Isolation. More people working longer without noticing. And what about when extra time at home only exacerbates worries and concerns around relationships or finances?

“Four day weeks may well be a significant part of the future of work for many, but in terms of wellbeing it’ll just be one factor in a complicated picture where listening and understanding individual situations will continue to be critical.”

Huge rises in EAP use during 2021 means higher ROI

347,000 more employees turned to support from an Employee Assistance Programme (EAP) between October 2020 and October 2021 compared with previous years.

As a consequence of higher usage, employers are seeing a higher Return on Investment from their EAP. For every £1.00 spent on an EAP in the UK, employers have seen an average return on investment (ROI) of £8.00. This compares with a previous average of £7.27. 

The new data is based on evidence from information provided by 3,200 HR professionals using the EAPA UK ROI calculator : the biggest data set on EAP usage, impact and financial returns in the UK, representing anonymised information from seven million employees. More than 1,000 calculations were made in the 2021 period.

Paul Roberts, EAPA UK board member and research project lead, said: “Figures like these on usage and ROI don’t convey the full picture of what’s been happening among employees. Behind the numbers are human stories. We know from all of our conversations with EAP providers that the average call now involves more complexity, more employees with multiple issues to deal with, meaning more stretch and strain for operations.

“EAPs have stood up to the test – dealing with the additional volume of calls and contact, more need for ongoing counselling – and continue to do so despite shortages of counselling staff.”

EAPA UK Chair, Eugene Farrell said: “Higher EAP usage is here to stay, for the foreseeable future. We’re seeing the gradual fall-out from disrupted and changing lives, from more uncertainty. During these times HR need to be demonstrating the specific value of their focus on wellbeing and the ROI data can be part of this: for benchmarking, illustrating the value of active communications and engagement, and for looking at the potential impact of trying different models of services and changing the level of investment.”

According to the new data, large employers in particular have seen huge increases in their EAP ROI. Up to 50% in some cases (for those with 5,000 or more staff, up on average from £8.43 to £12.75; and from £8.47 to £12.48 for the 1,000-5,000 employee group). This appears to be the result of higher levels of engagement with the EAP: following the best practice advice on how to get the best from an EAP.

The calculator was developed for EAPA by the Institute for Employment Studies (IES) as an open source tool for benchmarking.

Why the overworking ‘cult’ lives on

“We dehumanised the workplace a long time ago,” says Anat Lechner, New York University’s clinical associate professor of management.

“For many companies, it’s still: ‘If you don’t work, then someone else will come along and do it. And if that’s not gonna help, we’ll allocate it to the AI. And if the AI takes over, we’ll put together a gig workforce.’

Academics are pointing to this year as a critical crossroads for society as a whole. Is wellbeing really a priority, or as we learn to live with Covid-19, do we re-focus on work and careers and what will impress bosses? Management experts argue that we’re not entering a new period where health at work comes first at all: the cult of overworking is too strong, and nothing has really changed.

Since the start of the pandemic, figures suggest working weeks have only got longer for many workers.

“It’s not necessarily a message people like to hear,” Lechner points out. “They think they enter a relationship with an employer where the relationship says, ‘I work hard, you take care of me’. Again, this is a 20th Century mindset.”

Why we overwork

Historically, there are a range of reasons why overworking has gained in status and acceptance. Most recently, since the 1980s, there has been a romanticisation of work — especially among middle class knowledge workers — in films, TV and media generally. Overworking has been seen as being part of a successful life; the busier people are, the less they sleep even, the more glamorous their life.

“Workplaces can be very unhealthy environments – if there was any time to change the way we work, now is the time to do it,” according to Christina Maslach, professor emerita of psychology at the University of California. “If you take a plant and put it in a pot and don’t water it and give it lousy soil and not enough sun, I don’t care how gorgeous the plant was to begin with – it isn’t going to thrive.”

Practical wellbeing

“Nothing good will come from pretending that the new rafts of wellbeing programmes being introduced by employers are an answer in themselves,” says EAPA UK chair Eugene Farrell.

“And hybrid working hasn’t necessarily meant less stress. In many ways the UK workforce is just feeling more pressures generally: the pressure to renew their levels of performance post-crisis, as well as pressure to take care of their wellbeing.

“For wellbeing to truly be a priority there has to be a level of trade-off in terms of working hours and performance targets, the expectations of management, so that for the longer-term our relationship with work becomes healthier. No more boom and bust.”

Will workplace friendships survive in the remote and virtual worlds?

Asked what has most affected their mental health, 41% of WFH staff in a Gazprom survey said it was not being able to socialise with their colleagues.

Shasta Nelson is author of The Business of Friendship: Making the Most of Our Relationships Where We Spend Most of Our Time. “Work is the number one place where people make friends,” she says. “Loneliness has been proven not only to contribute to health issues and unhappiness, but also to impact workplace productivity, employee retention, innovation, and the company’s profitability. Research has shown that loneliness in the workplace can lead to an increase of absenteeism by nearly 37%, and a 16% decrease in profitability with a 65% decrease in share price over time.

“We’re more likely to be lonely at work if we’re a new hire, senior leader, male, Hispanic or African American, in poor or fair physical or mental health, Generation Z or Millennial, or working remote.”

Arranging friends

Employers have been finding new ways to encourage socialising, even if it means sticking to Zoom or Teams.

Trayport, an energy trading software firm, won the 2021 Employee Benefits award for supporting employees during the pandemic. The response of HR included a ‘working from home doesn’t mean working alone’ wellbeing campaign. Trayport arranged new online activities linked to a wellbeing theme each week, as well as quizzes and other entertainments like a magician. The wellbeing offering was expanded to include virtual classes in yoga, mindfulness and fitness.

Other employers have set up virtual happy hours for after work catch-ups, team games and encouraged the use of chat forums for casual chit-chat.

Who’s listening now?

“Organised events for socialising are one thing — but the reason why so many friendships are made at work, and why those relationships are so valued, is that they weren’t the result of formal, organised activity,” comments EAPA UK chair Eugene Farrell.

“The moments over cups of coffee and meeting on the stairs were where people were just being themselves. Sometimes it was just the chance to let off steam about demands from the boss, to step outside work roles and identities, that kept people feeling human.

“The concern must be that if people aren’t able to make or keep up face-to-face friendships then they don’t have those colleagues who they can take into their confidence. There’s even fewer people they can share their worries with, about work or home life.

“In this context, the EAP is an even more important listening service, making sure everyone has an outlet for talking openly and in confidence with a friendly, well-informed supporter.”

Will workplace friendships survive in the remote and virtual worlds? EAPA UK

Corporate Wellbeing Expo, 9-10 March, Excel London

EAPA is delighted to be a supporting partner of the Corporate Wellbeing Expo on 9-10 March, taking place at Excel London. In this post-pandemic world, employers are increasingly aware that a positive workplace culture and support for employee wellbeing is fundamental to future success and to creating a happy, engaged and productive workforce. The Corporate Wellbeing Expo is an opportunity to hear and learn about what’s new and coming up in employee wellbeing.

For EAPA members interested in exhibiting at the Expo, contact Jon Hopwood on 02045 178 888 or at jon@inspiredmotive.co.uk

Register today for your free ticket – https://business-revival-series-2022.reg.buzz/the-eapa-banners

Why do employees feel like mental health support has been disappearing through Covid-19?

FutureLearn research found that the great majority of employers didn’t offer any mental health support in the workplace (68%). Since the start of the Covid-19 crisis this figure has increased — but only to 58%. One in five of the 1,000 UK businesses surveyed said they were looking to re-evaluate their mental health policies.

Meanwhile, a study from Mercer Marsh Benefits among 332 UK HR and reward professionals and 162 staff has suggested that only around half of employees felt they received the support they needed during the pandemic. This is despite spending on benefits having increased considerably over the past two years. 78% didn’t think benefits had changed while in reality most had introduced new wellbeing offerings.

Second and third waves

Ongoing awareness of practical, everyday mental health support is becoming more rather than less important because of the dangers of post-traumatic stress disorder (PTSD). The NHS expects there to be 230,000 new cases of PTSD as a result of the pandemic.

“It is vital that anyone exposed to traumatic events is properly supported at work and home. Early and effective support can reduce the likelihood of PTSD,” says Professor Neil Green Greenberg, Royal College of Psychiatrists.

“Students of previous pandemics will also know that the mental health burden often lags several years behind infectious disease because getting back to normal is challenging for many people. This is the second, silent pandemic.”

Needing more

“Perceptions of mental health support at work have changed,” said EAPA UK chair [https://www.eapa.org.uk/] Eugene Farrell. “What might have looked and felt like a solid example of services, signposting to advice resources and digital content, has become a disappointment.

“People are expecting more. Especially in a context where they’re being told their employer is investing more than ever into health and wellbeing, and in many cases the fall-out from the pandemic is only just starting to have a real impact. So that means making sure that the full range of EAP services are in place, and that communications and awareness of what that means, how services can and should be used, are everywhere and a priority through all channels.”

Why do employees feel like mental health support has been disappearing through Covid-19? EAPA UK

EAPA UK partners with Make A Difference Media and Evening Standard on new workplace wellbeing event ‘The Watercooler’

Next February, Olympia London will stage ‘The Watercooler’—an interactive, free-to-attend, two-day event bringing together leading minds from across the business and mental health industries to champion workplace wellbeing. In a world that all too often prioritises profit over people, The Watercooler seeks to address this imbalance, offering inspiration and actionable insight to employers and employees from around the country.

Bringing together the brightest, most innovative minds, the event will see over 5000 workplace wellbeing professionals in attendance, with over 100 speakers—including Professor Dame Carol Black, Professor Sir Cary Cooper, and Leena Nair—across a vast schedule of workshops and conferences, as well as 20 roundtable discussions hosted by industry experts. The programme is curated into three areas of wellbeing—Mental & Physical, Social & Inclusive, and Financial & Environmental—with content and interactive opportunities covering topics from ‘Addressing the New Type of Burnout’ to ‘Understanding and Supporting the Individual Needs of Neurodiverse Colleagues’.

Professor Dame Carol Black, Chair of the British Library and Centre for Ageing Better and speaker, commented: “The workplace post-COVID needs to be different. It must meet the mental, physical, financial, social, and environmental needs of the workers, as well as the purposes of the organisation. The Watercooler is where you can gather, make connections, learn from colleagues’ experiences, and find the right solutions for your organisation—whatever its size or shape.”

Claire Farrow, Partner & Global Director of Content of Make A Difference Events, said: “Our ambition is to create the largest, expert-led celebration of workplace wellbeing in the UK — bringing more and more employers to the workplace wellbeing conversation.”

Eugene Farrell, EAPA UK chair, added: “We are delighted to be supporting this new event and value the opportunity to be a part of a movement that continues to broaden the conversation on employee wellbeing.”

What will it take for men to start opening up on health?

Almost half of men say their mental health has declined during the pandemic, claims research carried out for Men’s Health Awareness Month.

Worse — 60% say they wouldn’t talk about mental health issues because of fears around what it would mean for their career.

Men’s health in general continues be a picture of challenges, many of which could be addressed by earlier and more honest conversations about health. One in five men die before they reach 65: suicide remains the biggest cause of death for men under 45; 67% of men are overweight or obese. Testicular and prostate cancer continue to be common threats despite being treatable conditions that need to be caught early.

Breaking barriers

This year’s International Men’s Day has focused on the importance of relationships between men and women, how bridging the gaps between the sexes will help with attitudes and perceptions towards men. Research by social scientists has shown how children with supportive fathers grow up happier and more secure.

What can employers do without pushing advice onto a male workforce that can already be flippant or sceptical when it comes to health campaigns?

Flexi-men

“In times of stress and crisis, a man still wants to see themselves as the rock, strong and dependable,” says EAPA UK chair Eugene Farrell.

“They think they can’t show weakness in case that affects their prospects at work and how people think of them at home. Nothing is ever that simple, and so real problems around health that might start out minor, get ignored or denied.

“It’s all about helping men be more flexible and adaptable. Not so much a rigid rock of strength, but able to stretch and change when needed. Employers can help by simply making sure all staff get breaks and lunchtimes, are given the space and time outside of everyday pressures to keep in touch with how they’re feeling and to do something about it.

“Until the male cultural identity evolves further, the anonymity of the EAP and its direct link to professional advice continues to be important for men in particular.”

The Watercooler (25-26 May 2022, Olympia London)

EAPA is delighted to be a supporting partner of The Watercooler on 25-26 May 2022, at Olympia London. Business leaders are facing challenges like never before – arguably the largest single challenge is adapting to support their workforce as they navigate hybrid working and the unprecedented impact that the last 18 months have had on their wellbeing. The Watercooler is a brand new, two-day event from the founders of MAD World, in partnership with the Evening Standard, that fully explores “The Wellbeing Advantage: Empowering your People to Thrive in the Future of Work” through:

Insights from the nation’s most forward-thinking companies

Over 100 hours of free peer learning and networking

150+ cutting edge product and service providers with the solutions they need to succeed

Exhibit or Sponsor – for more information https://www.watercoolerevent.com/sponsor-opportunities

Register for a free ticket – https://rfg.circdata.com/publish/TW22/?source=website

Follow us – Twitter @watercoolerevnt LinkedIn @watercooler_event   #TheWatercooler #WorkplaceWellbeing

Will banning out-of-hours contact stop the rise of burnout?

New laws in Portugal mean employers can’t email, phone or message their workers outside of their contracted hours.

The sudden rise in the numbers of Portuguese working remotely has led to a re-think over conditions and the impact on employee health. The legislation also means employers can’t monitor staff activity at home, and they must provide the necessary equipment and pay a star of electricity and Internet bills.

Burnout begins

The move comes at a time as more governments become more aware of the new combinations of pressures facing employees.

New studies suggest that employers are only just beginning to see the consequences of the months of stress, overworking and disruption caused by the pandemic. A Glassdoor analysis of reviews suggests a 128% increase in people talking in terms of ‘burnout’ since April 2021 — most of all in the technology, business and finance sectors. According to Jill Cotton, careers advice expert at Glassdoor: “Many employees have been able to ‘grin and bear’ the impact of Covid-19 through 2020, but the one-year anniversary has proven to be a tipping point. They’re thinking again about their home and work lives, and we’re seeing UK job vacancies reach a record high due to the ‘Great Resignation’.”

Workplace culture specialist O.C. Tanner Europe found the pandemic had contributed to a 15% global rise in burnout, a figure which jumps to 81% among lower-performing company cultures. Its 2020 Global Culture Report claims that even mild burnout causes a 220% decrease in the probability of employees being highly engaged.

Signs of flames

EAPA UK chair Eugene Farrell said: “Employers need to recognise that in many ways, a year on from the new emergency and peak in problems, the crisis in employee mental health is only just starting. There has to be agreement at top levels over what to do about employee burnout, the need to ensure there’s a sense of collective responsibility, bosses and staff looking out for each other.

“The EAP is an essential in terms of making sure everyone has access to practical support and advice, that no-one has to feel like there’s nowhere to go without having awkward conversations with a line manager.

“But there’s also a need for HR and management attention to workplace cultures: do employees have a sense of control over their workload and practices; are they encouraged to take leave for rest and re-charging; do people feel able to just take a short break away from their screens, have a walk at lunchtimes and get proper breaks?”

Will banning out-of-hours contact stop the rise of burnout? EAPA UK