A remote workforce requires new forms of delivery
With a remote workforce comes new challenges, and one of the most pressing is the need to support employee mental health.
During the uncertain times of 2020, the awareness around staff wellbeing was at an all-time high.
But what about next year?
Will the focus on robust, effective mental health strategies continue or will the drive towards recovery see employee wellbeing diminish?
HRD spoke to Shaun Philp, chief people officer at Chorus, who is set to share insights into developing a mental health strategy for a remote workforce at HRD’s upcoming National HR Summit New Zealand.
He explained why it is fundamental for employers to take a responsibility for staff wellbeing, both during and after the pandemic.
“In New Zealand, we have a major issue with mental health at a societal level,” he told HRD.
“We’ve got one of the highest suicide rates in the world among teenagers and men over the age of 40.
“Therefore, it is the right thing for us at a corporate level, to be supporting the mental wellbeing of our employees.”
Read more: Holiday blues: How to support staff separated from family overseas
Chorus has seen a direct correlation between investment in a mental health strategy and overall business performance.
“We know a workforce that is less stressed, that is able to talk openly about mental health challenges and get support for themselves or their family is a more productive workforce,” Philp said.
Mental health initiatives have been at the core of Chorus’ employee wellbeing since 2017 and while that hasn’t changed during the pandemic, the way in which it is delivered to its staff has altered.
Currently around 30-40% of the Chorus workforce is remote at any one time, a trend likely to continue into next year under a hybrid working model.
While working from home does offer benefits to both business and employees, Philp said the challenge is now around keeping employees connected to mental health strategies while they are remote.
Stronger partnerships with apps like Mentemia and Take a Breath are just one way Chorus is modernising the delivery of its employee wellbeing programme.
But Philp warned developing a better mental health strategy for a remote workforce has to be driven from the top down.
Read more: HR Analysis: Why your mental health strategy is failing – and how to fix it fast
At Chorus, for example, the company’s chief customer officer acts as a sponsor for its mental wellbeing strategy.
“What has been critical with our mental wellbeing strategy is that it is ultimately owned by the board,” Philp said.
“They have a health and safety responsibility. They sign off on our approach and have a vested interest in it.
“The moment we try and drive it from HR, it has the potential to fail, rather than if it is owned by the business, led by the business and sponsored by the directors.”
Philp said this C-suite buy-in and sponsorship enables HR to maintain the momentum on mental wellbeing as focus turns to recovery.
To hear more from Shaun Philp and other leading HR experts on a range of topics, sign up to HRD’s National HR Summit New Zealand.
