Empathy in the Workplace: 12 Ways To Outweigh a Paycheck in the COVID-19 World

COVID-19 is becoming a turning point for employees’ mental well-being in the workplace. The pandemic is causing extreme levels of stress, anxiety, and health related concerns among employees. As a result, empathy in the workplace has emerged as a tool for effective leadership. As HR leaders are faced with the challenge of designing a holistic wellness program for the remote workforce, helping employees from an empathetic lens will go a long way, studies reveal.

In a recent Pulse Survey by PwC, 51% of the CHROs have identified employee anxiety and burnout as top challenges  for their businesses. With the pandemic at loose and the rise in unemployment numbers, employees are experiencing deep-seated anxiety as well as job insecurity. The survey throws open the age-old question: Is financial security enough for employees today? According to the Businessolver® State of Workplace Empathy studyOpens a new window , 76% of employees say empathy drives greater productivity. And 92% of employees feel that companies with mental health programs in place are more empathetic.

As these employee well-being practices will continue to change even after the pandemic is long gone, we asked top HR experts if empathy is the newest employee benefit in the workplace.

Here is what our 12 experts share in this exclusive interview with Toolbox HR:

1. Bake More Trust and Collaboration Into Employee Benefits

“Listening to your employees is fundamental for shaping the future workplace. We have been working to solve how we best support employees’ mental health and that includes delivering a benefits program that effectively meets their needs for well-being and flexibility. Benefits programs must be inclusive. “They must support those working:

• Remote
• In person
• Non-traditional business hours

“And most importantly, recognize that many employees are now faced with tending to personal responsibilities they might have outside their jobs. These responsibilities can include schooling their children or tending to parents who may be living at home with them.

“The pandemic placed new pressures on HR leaders to seek out ways to keep work life collaborative and consistent with employees’ previous working experiences. There is a need to bake more care, trust, and collaboration into the trainings, programs, and benefits we offer. We have reminded employees to capitalize on current benefits such as our Employee Assistance Program, money management programs, and tele-health assistance in addition to evolving future offers. We have focused on providing regular communication from leadership and virtualized activities to stay engaged with co-workers. There is an opportunity for HR to lead the way, and be successful, in this new normal.”

Also read: How Schneider Electric Is Reinventing Employee Well-Being in the Workplace: Q&A

2. Not All Benefits Have To Be Financial, Flexibility and Caring Are Powerful Too

“Create a culture of well-being: Well-being benefits can only do so much if a strong culture doesn’t encourage employees to utilize them to their full extent. End any stigma associated with taking the time needed to improve mental well-being and encourage your people to engage in open conversations about it.

“Innovate: It’s easy to design sweeping benefits that impact everyone the same way. It is much more difficult to meet people where they are, but it is worth it. We know there is not an easy or “one size fits all” solution, but resources should help support each person so that they can manage professional and personal commitments in the way that works best for them.

“Foster community: Loneliness is a major concern, especially when working remotely. Allowing people to communicate openly about common issues and form personal connections can alleviate some of the feelings of being alone and can help to build trust and empathy in a remote environment where non-verbal communication and social cues are much harder to read.

“The most important things to offer at this time are options and flexibility. Some of the best benefits do not require a significant budget but are about redeploying resources in ways that address the needs of the current environment. This might mean offering community support groups for your people or encouraging them to block time during the day to take care of personal commitments. No two situations are the same, so it’s crucial to meet people where they are and to remember that not all benefits have to be financial benefits — there’s a lot to be said about the power of flexibility and creating a culture of caring and understanding.”

3. Encourage Managers To Talk to Employees About Mental Health Support

“With the ongoing impact the pandemic has on our day-to-day lives, HR professionals have to constantly think about how to accommodate the changing needs of our employees. When doing so, the biggest issues we face right now are planning how to keep employees engaged and healthy while working remotely, creating a flexible plan to do so, and ensuring that the offerings are beneficial during these times and in a post-COVID world.

“The pandemic has accelerated the conversation around mental health and shows that people need a variety of benefits to support them. To support employees during this time, it is important to create an open environment.

“We should encourage managers to reinforce communications regarding mental health support so that people feel encouraged to invest their time in it. It is also essential to make sure people are taking time for themselves. Allow employees to use sick days to care for their mental health or create recharge Fridays. That way everyone is taking that time and it’s more ingrained into the company culture.”

Also read: How to Enable Remote Working Without Jeopardising Cybersecurity

4. Address Critical Employee Needs Like Emotional Well-Being and Sense of Belonging

“We recently applied our workforce sensing solution to understand challenges workers are facing as they navigate the impact of the pandemic on their lives. The top issues from that research include:

• Workers were looking for support to manage their concerns around contracting the illness, the long-term economic impact of the pandemic, their job security, mental health, and career impact / future job opportunities.
• Some workers reported stress regarding access to childcare.
• Workers trust the information provided by their employer, but expressed concern about the support they were receiving from their direct managers.

“Financial security alone has never been enough and that is truer today than ever. In Deloitte’s 2020 Global Human Capital TrendsOpens a new window report, worker well-being (physical, mental, emotional) and financial well-being were the top trends because of their  correlation to business performance. Yet, 80% of companies said well-being was important or very important while only 12% felt ready to address this issue.

“Diagnosing the gap, we find that many companies are looking at well-being in segments like financial security and miss the opportunities to address critical employee needs including mental and emotional well-being, including the sense of belonging, another top trend.”

5. Offer Flexible Work Policies and Support Work-Life Balance To Relieve Stress

“Design a holistic benefits program: Ensure your programs deliver value, to the company and to employees. A program is only as good as its engagement and endorsement by employees. HR leaders need to constantly measure, communicate, and adjust their strategy, as necessary.

“Focus on programs that meet a specific need: We offer several programs to support mental health, which are not “one-size fits all”. We offer a digital sleep management program, a digital stress management program, virtual behavioral health visits, and of course an Employee Assistance Program.

“Communicate: How do we make sure our employees are aware of the programs we offer? Make it easy for them to access in their time of need. Employees want to feel supported by their managers and employer through policies and programs that support work-life balance during this uncertain and stressful environment.

“Flexible work policies, communication, and training to managers can be invaluable in relieving stress employees may be feeling while juggling schools and daycares, spouse and family member job loss, and/or illness. Offering well-being programs that can support employees and their families financially, emotionally, and physically is  critical.”

Also read: EAP Counseling Has a Positive Impact on Employee Well-Being: EAPA and Morneau Share Study Findings

6. Think Outside the ‘One-Size-Fits-All’ Box To Provide Malleable Benefits Package

“COVID-19 has challenged us all in ways we never could have imagined and brought mental well-being to the forefront of issues that companies must address. Traditional organizations may see mental health as too soft, irrelevant, or none of a business’s business. HR leaders need to change this mindset.

“Mental health is critical to employee’s success and we must overcome the stigma of addressing it. No one hesitates to say, ‘I’m going to the dentist.’ But few will say, ‘I’m going to the therapist.’ We need to create an environment in which employees feel safe doing so and empower them with resources that enable them to be and do their best. The best benefits programs support the whole person and provide for their financial, physical, intellectual, social, and environmental well-being.

“HR leaders need to think outside the traditional one-size-fits all box and provide malleable compensation and benefits packages to address their unique needs. This means broadening our understanding of wellness to include offerings like Employee Resource Groups and Employee Assistance Programs. It means giving employees flexibility to create the right balance of wellness benefits depending on their needs. In doing so, we can help them feel empowered and reduce stress, which we know can be a big distraction and hurt productivity.”

7. Foster an Emotionally Intelligent Culture To Manage Remote Work Lifestyle

“HR leaders must build benefits programs that put empathy at the center and deeply considers the employees’ whole situation. As the line between home and work blurs, company leaders must put management techniques and programs in place to trust and empower employees.

“It is difficult for employers to have insight into the employees’ emotional state and support them. As such, benefits programs need to be flexible and encompass varying situations. From emotional drain to technological obstacles, workspace best practices and employee satisfaction, HR leaders need to address these issues broadly.

“Employees want more than financial security, which was previously a selling point for organizations. Now, the concept of wellness is taking center stage, driven by organizations going “all in” on ensuring the well-being of the employee comes first.

“It is up to HR leaders to foster emotionally intelligent organizations and redefine work-life blend. For example, re-evaluate office hours, childcare, paid time off, and identify how to support the remote work lifestyle. We’ll see the most successful organizations build a culture that offers a sense of belonging, even as we remain remote.”

Also read: How to Measure the Success of Your Employee Well-Being Month Initiative

8. Reiterate Job Safety and Manager Support, They Outweigh a Paycheck

“The pandemic has shifted responsibilities for many people and HR departments haven’t been exempt. HR leaders are now charged with more than managing employment contracts and administration. As HR leaders look for ways to create holistic benefits programs, some of the biggest roadblocks they face include:

• Creating benefits that enable parents to effectively manage the challenges of remote learning for their kids
• Identifying the best ways to upskill employees to help them expand their own skill sets in an uncertain job market
• Projecting HR as a partner for employees that focuses on effectiveness and empowerment rather than just compliance

“While financial security is of utmost importance for employees, it is not enough to keep them engaged. An engaged workforce trusts its leadership to have their best interests in mind when making strategic decisions. Today, leadership needs to be highly communicative and open with their employees.

“Reiterate what we know for certain such as direction, goals, progress. Be honest with what we do not know and talk through possible solutions with them. Make them part of the conversation. People need to know that they are safe in their work, supported by their manager, and valued for their input. These intangibles outweigh a paycheck.”

9. Reward Employees With What Is Most Meaningful to Them

“COVID has exacerbated the challenges that have always faced HR leaders. How to design a wellness program that is broad enough to cover everyone, yet deep enough to be responsive to those who need it most?

“Issue one is the complexity of having some employees in a physical office, with others working from home. What used to work well is in many cases now obsolete. For example, earlier, when most of our employees worked from a physical office, we could have grief or other mental health counselors on site and available to assist our employees in times of critical need. Now, orchestrating a virtual “available counselor” is much more difficult to do while ensuring we maintain our employees’ privacy.

“The second issue, which is related, is that because we don’t have the consistency of an office environment, it becomes more difficult to design wellness or benefit programs that are broad enough to cover everyone. Now we must design around our employee in Manila who does not have enough bandwidth as well as our employee in Nashville who is struggling to shepherd two young kids through remote learning until the schools re-open.

“Finally, there is the ever-changing landscape of what employees care about. Today, childcare subsidies might be more meaningful to employees than they were earlier and that prioritization of what is most meaningful to employees is ever-changing. Financial security hasn’t been enough for employees for many years. Today’s employees want growth opportunities, a manager who cares about them as a whole person, and choice in how to integrate their work life with their home life. It is not enough anymore to reward employees with experiences such as a trip.

“Employees need flexibility to work from home, work different hours, and take time off to spend all that money they have earned. In addition, employees are always looking for that sense of purpose in their work. We offer our employees eight hours of paid time off every year to volunteer at a cause of their choice, a day off every year on their birthday (or during the month of their birthday, if they prefer), virtual yoga and meditation, and mental health awareness sessions. It’s all part of our culture of caring.”

Also read: Employee Health and Well-Being a Top Priority Right Through 2021: New Willis Towers Watson Survey

10. Empower People To Design Their Own Work Experience

“Issues HR leaders face are three-fold: attracting, engaging, and retaining the very best talent. Over the last six months, COVID-19 has certainly been challenging, but we have chosen to capitalize on the opportunity to rethink how we provide a well-rounded and differentiated employee experience.

“We have gone location-agnostic to give our crew members the flexibility to decide where they want to live and work. In addition to a flex schedule, we are also “meeting free” for several hours twice a week to provide our team the autonomy to focus on what they want. It allows employees to spend time with family members who are learning virtually or simply avoiding hours of endless meetings. We are intentional about a culture that empowers people to design their work experience. Through tough times, all leaders, not just HR, can provide consistency when people are experiencing a massive change in all other parts of their lives. Our team has come to use our rallying cry of “Sail On” as an intentional drumbeat reminder to connect and stay connected.

“We have also approached the last six months with agility, making just in time decisions for our employees’ overall well-being. “Sail Away Day” is a great example of that to give the entire organization an unscheduled day off to take a collective deep breath. Being empathetic, meeting our employees’ needs, and providing consistency is key to our success not just through COVID-19, but also long before.”

11. Communicate What Is Available in the Employee Journey and Do Not Be Afraid To Pivot

“Most talent, especially your best employees, desire more than a paycheck, they require an exceptional experience. It is HR’s job to craft and nurture that experience.

“What does your employee lifecycle look like and how are you supporting employees through it? This can provide a stabilizing element, in an otherwise chaotic world.

“Ensure your benefit plan is working to support the employee journey and do not be afraid to pivot if necessary. Unique times call for unique solutions. The expectation for HR teams to quickly respond to the needs of employees is greater than ever.

“We developed and rolled out an entire suite of programs and enhanced offerings to support employees through COVID-19 in a matter of weeks. This humanizes the HR team and lets the rest of the company know we have their backs. Utilization in a remote world can also be a challenge so communicating what is available and actively encouraging participation.”

12. Empower Employees With Tools To Support and Maintain a Healthy Lifestyle

“HR leaders need to provide resources for a workforce that is facing financial insecurity, the effects of isolation and increased concern for the health of themselves, family or friends. All these factors combined create an extremely stressful environment that adversely impacts an employee’s ability to bring their whole selves to work. HR leaders will increasingly need to offer benefits that span holistic wellness and empower them to remain connected with each other, promote a healthy lifestyle, and be financially secure in a challenging economy.”

“While mental and physical health benefits have grown in popularity over the last few years, they have skyrocketed in importance over the last several months. I constantly hear that people want and need their employer to support them in all aspects of their lives.

“For example, employees with children need additional help with scheduling as they need to plan for school and daycare in a complex environment. Whether it is virtual learning, shorter hours of operation, or extra protective protocols, employees need tools to support and maintain a healthy lifestyle.”

To Wrap Up

In the coming months, it will be crucial for businesses to listen to the workforce and take into consideration employee needs. As Deloitte’s Langsett says, “There are many things that companies can do to help their employees during times of crisis whether broad societal events or personal challenges. HR leaders should be helping their company to build human resiliency, take a human-centered approach, and be bold. HR leaders need to advocate for both their business and their workforce and design programs that are best fit vs. best practice.”

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