Customised team package, for min 3 months:
Stress tests (home kits)
Individual report and personal recommandations
Anonymised aggregated group report | risk stratification
Behavioural health monitoring
1:1 sessions with stress experts
Webinars | training for teams on stress-free workplace
Online mindfulness programme
Some workplace stress is perfectly normal, it can help employees to stay motivated and focused ("healthy tension"). But when stress is excessive and it becomes more the norm rather than the exception - constant pressure, tight deadlines, constant work overload and/or difficult relationships with colleagues and managers, then stress can become harmful and problems ensue.
The main problem with stress at work is that it is contagious and when stressed managers pass their high tension on to their employees this can trigger a dangerous spiral for individuals but also for the organisation. More importantly, many companies think about employee wellbeing only in terms of healthy snacks or ping-pong tables. These are good initiatives but they are not enough. For an efficient wellbeing programme, companies need to create and strengthen a workplace culture that fosters psychological safety and prevents harmful stress.
Continuous stress is now the norm.
Understandably, pandemic stress is challenging our resilience more than ever before. This ‘extraordinary event’ forced us to make profound changes in the ways we live and work. Even if not all these changes are bad, because they are so profound, we need energy and mental availability to process them.
Living and working through a pandemic brought unprecedented challenges but also opportunities. Best companies quickly understood that they need to take their team care to the next level. Because we can’t innovate nor save the world while too stressed or unwell.
“Corporate chiefs and managers need to be mindful that employees’ mental state can be shaky in times of crisis—and take proper steps to help,” advises the consultancy firm Korn Ferry.
WHO's new definition 2019
Is an occupational phenomenon resulting from chronic work stress that has not successfully managed.
Has 3 dimensions:
- Energy depletion or exhaustion
- Mental distance from one's job (negativism, cynicism)
- Reduced professional efficiency
Organizations are facing an employee burnout crisis. A recent Gallup study of nearly 7,500 full-time employees found that 23% of employees reported feeling burned out at work very often or always, while an additional 44% reported feeling burned out sometimes. That means about two-thirds of full-time workers experience burnout on the job".
72% of top performers are exposed to high levels of stress.
Millennials are very exposed to burnout (Deloitte study):
"Burnout affects millennials retention: 84percent of millennials say they have experienced burnout at their current job, compared to 77percent of all respondents. Nearly half of millennials say they have left a job specifically because they felt burned out, compared to 42percent of all respondents".
In short, employee burnout can trigger a downward spiral in individual and organizational performance, and put your organisation at risk losing your best elements.
Poor mental health is known to disrupt a person’s life as well as the lives of those around them. Possible problems include lack of sleep, panic attacks, decreased concentration, and low self-esteem.
This can lead to a downwards spiral, as an individual may withdraw from social situations and lose their support networks and structures at a time when they need them most. The knock-on impact on family life and friends is also important here, with many people ‘holding it together’ at work, but then not being themselves at home. Poor mental health also means that individuals can find themselves less able to cope with elements of their personal lives such as relationship breakdown, financial difficulties and housing problems.
The ultimate human cost is loss of life through suicide. Poor mental health and suicide are higher for employees in certain industries though clearly there are a number of factors which contribute to such trends.
The overall cost to British employers of stress, anxiety and depression(2002):
£1035 per employee per year (€1220)
- 32.4% is due to absenteeism
- 58.4% to ‘presenteeism’
- 9.2% to staff turnover
Work-related stress in 2016/17 accounted for an average of 23.9 work days lost for every person affected and 25.8 in 2017/2018
Work related-depression cost:
€272 billion -absenteeism and presenteeism
€242 billion -loss of productivity
€63 billion -health care costs
€39 billion -social welfare costs
When it occurs, stress evaluation is highly subjective, based on self-reported symptoms.
The traditional approach to stress by doctors and psychologists alike does not rely on biological check-ups.
On the other side, most companies don't have effective systems in place to prevent and monitor harmful work stress, even if there is more and more openness and desire to do the right things for mental health and wellbeing at work for their employees. Only 22% of managers would be trained for stress management at work.
The human capital is by far the best asset a company might have, no matter how much technology is involved. Investing in your team and truly caring about what your people need, is one of the best investment one's can make. Providing a workplace that allow people to grow beautifully individually but also as a team for a better company and more broadly for a better society.
