Page 8 - D18046 - LB - Reporter Mar-Apr 22 web optimized

Insurance UPDATE

improving employee wellness in the

shadow of a pandemic

s the COVID-19 pandemic enters its third year, it’s
HUB INTERNATIONAL Aclear employees want — and need — improved • Emphasizing financial wellness. Canadians
are worried about paying off debt, inflation
LIMITED health and wellness offerings from their employers. and long-term financial uncertainty due to the
Roughly two-thirds of Canadian employees say pandemic. These personal issues carry over into
they want to improve their work-life balance with 31% the workplace, sapping employees’ time and
saying that building emotional resilience has become a energy. Financial wellness initiatives such as financial
priority in their lives. literacy education, debt reduction programs and
As a result, organizations need to play a larger strong retirement options have shown to reduce
role for the health and wellbeing of their employees employees’ financial stress, improving productivity
— or risk losing them, as the massive amount of and engagement. These initiatives appeal to a wide
turnover during the pandemic has shown. Conversely, audience that stretches across age groups.
a commitment to employee wellbeing translates into • Creating a workplace that supports employee
improved performance and happier employees with health. Employers can encourage flexible working
greater loyalty. arrangements and support “right to disconnect”
options. Another tactic is focusing on performance
Broadening the meaning of “wellness” outcomes rather than hours worked. These types of
"Strengthening In response to expanded employee measures should be enshrined as company policy.
wellness programs expectations, many employers are
offering a wider array of resources Leadership training creates opportunities
and developing and services. These forward-thinking Supporting employees through improved wellness
leadership training organizations recognize that these are offerings and workplace policies is a start, but it’s
foundational benefits to employees, important that senior leaders and managers support in
can enhance not just add-ons. improving employee wellness.
the employee In addition, these employers For instance, it’s critical for leaders to be empathetic,
are approaching employee wellbeing in compassionate and trustworthy, especially now:
experience, which an entirely new way through the With employees facing numerous financial, physical
can improve following: and mental health challenges, management needs
• Focusing on mental wellbeing. As to be approachable and relatable so employees feel
recruiting, retention the stigma of mental health issues comfortable and empowered to ask for help.

and engagement." fades, employers are improving their However, many managers and executives may not
mental health support. Especially be able to recognize mental health and other wellness
during the pandemic, practitioners are challenges. Organizations can provide training so
stretched for time, so many benefits packages include that their leaders can recognize and support their
coverage for an expanded list of health professionals. employees suffering from burnout or other preventable
Employers have improved mental health leadership health issues, while fostering an environment that
training for managers and have raised the cap on prevents these issues from occurring in the first place.
benefit maximums for mental health. Creating the right workplace culture means
• Improving digital health options. The COVID-19 supporting employees and building community — and
pandemic facilitated the rollout of digital health not coincidentally, these areas also drive employee
delivery, as in-person visits with physicians became attraction, retention and engagement.
difficult, if not impossible. Telehealth and other Contact HUB International to learn about how
digital health options are now considered important wellness programs support employees and improve
wellness benefits, as they help improve employee their engagement.
health, satisfaction and performance.

8 LBMAO Reporter - March-April 2022 www.lbmao.on.ca