Stress reigned through COVID – but we also saw the rise of new age innovation
It was the best of times, it was the worst of times. The age of COVID was as chaotic as it was transformational – running through organizations, cleansing and eroding archaic practices, paving the way for ultimate innovation. Government mandates dictated company-wide change, leading to overnight digitization and the advent of fully remote working models. In other words, it’s been pretty innovative.
The past year has wreaked havoc on psychological wellbeing, with Canadians reporting feeling more stressed, depressed, isolated and anxious than ever before. A report from Champion Health found that 67% of employees experienced moderate to high levels of stress, with a further 28% admitting their productivity was affected by high stress levels through the pandemic. This mental health crisis forced employers to take a closer look at their current wellbeing initiatives, and for the most part they were found to be lacking. It was a shocking realization – but one that led to important change.
“Mental health and the discussion around mental wellness and employee support has transformed dramatically, most specifically over the past few years in managing the increase due to COVID-19 related stress, anxiety, and grief,” says Dr Raeleen Manjak, chief human resources officer at the City of Vernon.
“Attitudes toward talking about and bringing mental wellness into the forefront of health discussions has assisted in eliminating the stigma surrounding mental health, placed a higher priority on mental wellness, and restructured the way mental health services are provided. Specifically, through innovation. No field has seen such a dramatic shift in care provision than the field of mental health. Through an augmented approach and availability of mental health and wellness services, the numerous types of services available continue to expand. In both online and in-person formats, many mental health and wellness service providers offer a comprehensive range of options,” she says.
As the country pivots away from the pandemic, employers have yet another crisis on their hands: the Great Resignation. Remote working models meant that employees can now apply to roles anywhere in the world, which is great for them but not so stellar for HR leaders. The global talent market is decidedly a candidate-led one, and the fight for top-tier applicants has never been more intense.
“Innovation can play a large role in how employers navigate the Great Resignation, primarily by providing HR teams with new ways to align with employees, understand their priorities and quickly adapt to meet their needs,” says Iman Masud, executive human resources relationship manager at ADP Canada. “The ability to do this is crucial when it comes to both retaining current employees and recruiting new ones.
“Innovation might look as straightforward as reinventing the work schedule or finding ways to give staff more personal time or additional flexibility. More complex solutions include introducing remote talent management platforms: highly effective with in-person, fully remote or hybrid work settings. These innovative tools keep lines of communication open and identify the strengths and tasks the employee values, keeping them engaged with their work and their workplace,” she says.
The truth is that the pandemic changed the very idea of innovation in the HR field, and what was once a generic buzzword is now an integral part of organizational strategy. What the future holds for HR and the employee experience is still unclear. The only thing we can be certain of moving forward is that innovation will be a part of it.
