Mental health-related absenteeism has emerged as one of the most pressing challenges facing European organisations today. What was once considered a minor workplace concern has evolved into a major factor affecting business operations, employee wellbeing, and organisational sustainability across the continent.

Against this backdrop, a key question arises: what is behind this phenomenon and how can companies effectively reduce absenteeism?

In this article, we will explore the main causes of absenteeism, its impact on organisations and how solutions such as those offered by ifeel can make a difference by tackling this problem at its root: the mental health of employees.

What is absenteeism and why is it important?

Absenteeism refers to unplanned absences of employees from their workplace. This phenomenon is complex and multifactorial, as it is influenced by a combination of personal factors (such as age, gender or educational level), work-related factors (type of contract, working hours, occupation, company size) and contextual factors (sector of activity, geographical environment and economic situation). Each of these elements affects the likelihood of work absences occurring in different ways.

Likewise, these absences can be classified as justified (due to illness, legal leave, licences, etc.) or unjustified, and both have a significant impact on organisations. Furthermore, it is not only the number of absences that is relevant, but also their duration, as this determines the overall impact of absenteeism on the company.

In this context, it is important to distinguish between different types of absenteeism:

• Justified absenteeism: This includes sick leave, legal leave or maternity/paternity leave.
• Unjustified absenteeism: Absences without a valid reason or without prior notice.
• Presenteeism: When employees are physically at work but are not productive due to issues such as stress, burnout or lack of motivation.

Absenteeism not only impacts daily productivity, but also generates significant costs for companies. These include the need to hire temporary staff, redistribute tasks among teams and lose business opportunities. All this makes absenteeism a challenge that organisations must address proactively to reduce absenteeism effectively.

Furthermore, absenteeism is not only a symptom of internal problems, but also directly affects financial performance, team morale and the company’s ability to achieve its strategic objectives. For this reason, understanding and managing it effectively is critical to ensuring business success.

Main causes of absenteeism

Absenteeism does not occur in a vacuum; it is influenced by a variety of factors ranging from personal problems to organisational dynamics. Understanding these causes is essential to reduce absenteeism effectively. Among the most common causes are:

Mental health problems

According to internal data from ifeel, approximately 30% of sick leave is linked to mental health problems. Conditions such as stress, anxiety and depression are responsible for an increasing number of absences, highlighting the need to address this issue proactively to reduce absenteeism.

In addition, the World Health Organisation (WHO) has shown that depression and anxiety cost the global economy $1 trillion a year in lost productivity. This data further underscores the urgency of implementing effective strategies to care for mental health in the workplace and reduce absenteeism.

Working conditions

A toxic work environment, lack of recognition, and work overload can demotivate employees, leading them to take time off. In fact, research has shown that shift work, larger companies, and sectors with rigid structures tend to have higher levels of absenteeism.

Meanwhile, jobs that require a high level of qualification (i.e., those that demand specific skills, advanced training or specialised experience) and sectors that offer greater flexibility (such as flexible hours, remote working or autonomy in organising work) tend to have lower levels of absenteeism.

Lack of work-life balance

The lack of flexibility to balance work and personal responsibilities can lead to exhaustion and stress, which increases absenteeism. Basically, because sectors with greater flexibility allow employees to better balance their personal and professional lives, reducing the need to take time off due to problems such as stress, burnout or difficulties in achieving a work-life balance, ultimately helping to reduce absenteeism.

Physical health problems

Although less common than mental health problems, physical illnesses also contribute significantly to absenteeism.

Lack of commitment

A low level of commitment to the organisation or job satisfaction can lead to employees taking more time off, as they do not feel an emotional connection to their work or do not see it as an environment in which they can develop professionally.

Impact of absenteeism on businesses

Absenteeism has a multidimensional impact on organisations, affecting both financial results and team dynamics. Understanding this impact is crucial for companies looking to reduce absenteeism. Some of the most notable effects include:

How to reduce absenteeism: the role of mental health

The key to reduce absenteeism lies in addressing its underlying causes, especially those related to mental health. This is where mental health solutions for businesses such as those offered by ifeel play a crucial role, as they help companies to reduce absenteeism through:

1. Conduct a real risk assessment

No two companies are the same, and therefore the reasons that can lead to employee absenteeism can vary. In this context, ifeel enables companies to identify their employees’ mental health risk levels, facilitating the implementation of preventive strategies to reduce absenteeism.

2. Personalised plans

After gaining a thorough understanding of your organisation’s characteristics, ifeel develops a personalised plan that allows each employee to receive an action plan tailored to their risk level, from psychoeducational content to individualised therapy. This ensures that interventions are effective and targeted to reduce absenteeism.

3. Fast and scalable care

With ifeel, employees can access a therapist in less than 24 hours, significantly reducing waiting times, allowing problems to be addressed in a timely manner and preventing them from escalating, which helps reduce absenteeism.

However, the impact of ifeel is not limited to quick access to therapy, but also includes a comprehensive approach that benefits the entire organisation.

Support for managers and leaders: Managers play a key role in managing the well-being of their teams. That’s why ifeel offers specific training and tools to help them identify early signs of emotional problems, manage difficult situations and foster a healthy work environment to reduce absenteeism.

Improved work environment: Through surveys and advanced analytics, ifeel helps companies measure and improve their work environment by identifying areas for improvement and designing customised strategies to strengthen team cohesion and engagement.

Workshops and psychoeducational content: In addition to individual therapy, ifeel organises workshops led by expert psychologists, focusing on topics such as stress management, mindfulness, effective communication and emotional leadership. These workshops not only benefit employees, but also empower leaders to build more resilient and productive teams.

This comprehensive approach not only addresses mental health issues reactively, but also fosters a preventive and proactive organisational culture, improving both employee well-being and business results while helping to reduce absenteeism.

Impact measurement

Additionally, ifeel offers tools to measure the clinical and financial impact of its interventions, providing clear data on absenteeism reduction and productivity improvement. This provides up-to-date, objective information that enables informed decisions to be made about how to reduce absenteeism effectively.

Benefits of tackling absenteeism with ifeel

Implementing a comprehensive solution such as ifeel not only helps reduce absenteeism but also generates long-term benefits for the organisation:

• Cost savings: Thanks to ifeel, you can save between €15,000 and €50,000 for each high-risk case identified and treated in time.
• Improved working environment: A healthier and more committed team creates a positive working environment.
• Increased productivity: Employees who feel supported are more productive and less likely to be absent.
• Reduced turnover: By addressing the causes of absenteeism, companies can better retain their talent.

Mental health at work: one of the biggest challenges facing businesses today

Absenteeism is a challenge that requires a comprehensive and proactive strategy. Companies that invest in the emotional well-being of their employees not only reduce absenteeism, but also improve their organisational culture and financial results.

ifeel positions itself as a strategic ally in this process, offering data-driven and personalised solutions that impact both employees and the bottom line while helping organisations reduce absenteeism sustainably.

As one HR leader interviewed said:

‘Ensuring professional well-being, and as far as possible personal well-being, is absolutely critical.’

Javier Sordo Gómez, Head of People at Thoughtworks, an ifeel partner company.

If your organisation is ready to tackle absenteeism at its root and reduce absenteeism effectively, ifeel may be the solution you need. It’s time to take action!

However, behind the scientific advancements and business achievements lies a silent crisis: the deterioration of workplace mental health, which gradually undermines business outcomes by eroding employee well-being.

In this article, we shall explore why mental health care has become a priority for the pharmaceutical industry and how solutions like those offered by ifeel are transforming the way companies in this sector address this challenge.

If you would like to know more about this topic, we invite you to download our latest success story, which proves the positive impact of implementing dynamic solutions like ifeel in the pharmaceutical sector.

The mental health crisis in the pharmaceutical industry

Workplace mental health is not merely a matter of personal wellbeing; it is a business imperative. According to recent data, 60% of pharmaceutical industry workers suffer from burnout or mental health issues, representing a significant impact on productivity and operational costs.

This figure not only reflects a public health issue but also a strategic challenge for companies that rely on their human capital to innovate and compete in a global market. Among the main challenges faced by this industry are:

These data highlight the key challenges faced by the pharmaceutical industry, underscoring the need for comprehensive solutions to improve employee well-being and performance.

Why prioritising mental health is a smart strategy

Mental health is not just an HR issue; it’s critical to business sustainability and success. Studies indicate that mental health problems cost companies globally more than $1 trillion annually due to lost productivity.

In the pharmaceutical industry, where human talent drives innovation, ignoring this problem can have catastrophic consequences. For instance, surveys reveal that 73% of pharmacists have considered leaving their jobs or the profession, whilst 88% are at high risk of burnout. These figures underscore the need for greater support for workers in this industry to care for their mental health and well-being.

Factors exacerbating the situation:

1. High Levels of occupational Stress: Patent expirations, regulatory complexities and intense merger and acquisition activities create a high-pressure environment.
2. Digital transformation and automation: Up to 90% of roles in this sector are being redesigned, increasing uncertainty and resistance to change.
3. Impact of the pandemic: The global health crisis has exacerbated mental health issues, highlighting the need for scalable and effective solutions.

Many pharmaceutical companies have turned to employee assistance programmes (EAPs) as an initial solution to address these mental health challenges in the workplace. 

However, these programmes have proven inefficient and unsuccessful due to inherent limitations, such as low participation rates (around 4.5%), restricted accessibility to business hours and a reactive approach that fails to adapt to employees’ changing needs. These shortcomings have left companies searching for more effective and scalable alternatives to ensure their teams’ well-being.

“We are increasingly aware of the need to care for our mental health, and employees appreciate and value when their company provides this service.”

– Carlos Romero-Camacho Silos, Chief People & Corporate Affairs Officer at Insud Pharma, an ifeel partner company.

ifeel: A comprehensive solution for mental health in the pharmaceutical industry

As strategic partners to leading companies in the sector, ifeel has developed an innovative, data-driven approach to tackling mental health challenges in the pharmaceutical industry. ifeel’s solution combines advanced technology, predictive analytics and personalised care to deliver measurable results both clinically and financially.

The solution is built on four key pillars:

Identifying real risk:

• AI-based audits to detect high-risk areas.
• Dynamic dashboards that provide predictive insights for proactive strategic planning.

Personalised plans for every employee:

• Access to therapists in less than 24 hours.
• 24/7 self-care resources, including meditation tools and educational content.

Prevention culture:

• Workshops and training on stress management and emotional resilience.
• Internal campaigns to normalise conversations about mental health.

Continuous measurement and optimisation:

• Analytical tools to identify burnout risks and make agile adjustments to strategies.

Transformative results: The impact of ifeel on a pharmaceutical company

A recent case study demonstrates how ifeel helped a pharmaceutical company transform its approach to mental health. The results include:

• Reduction in absenteeism rates to 8.36%.
• Annual mental health costs decreased from €20.2M to €16.2M.
• A 7% decrease in the percentage of employees classified as high-risk.

The implementation of ifeel also increased employee engagement by 30% and productivity by 20%, generating a significant financial impact with savings of €4.05 million in the first year and a cumulative projection of €12.15 million over three years. 

Additionally, 86% of employees are now classified as low-risk, reflecting a more resilient workforce prepared for the sector’s challenges. Finally, reducing the stigma associated with mental health and fostering an inclusive and resilient workplace environment achieved a transformative cultural impact.

If you would like more information on how ifeel transformed this pharmaceutical industry, we invite you to download our latest practical success story. It details and demonstrates the positive impact of implementing comprehensive solutions like ifeel in the pharmaceutical sector.

The imperative solution to one of the biggest challenges of our time

The pharmaceutical industry faces unique challenges that require innovative and scalable solutions. ifeel offers a comprehensive approach to addressing mental health issues and provides tools to measure its impact and optimise results.

Mental health is an issue that cannot wait. Companies like yours have the opportunity to lead the change, improving employee well-being and strengthening their position in the market.

Download our latest success story to learn more about this practical case and discover how ifeel can help you implement a comprehensive emotional wellbeing strategy in your organisation.

Don’t wait any longer to transform your organisation. Discover our bespoke solution now and take the first step towards a healthier and more productive future.

Investing in mental health may seem like an added expense, but it significantly reduces costly issues like turnover, absenteeism, and lost productivity. However, many organisations still struggle to find solutions that truly connect with their teams and generate a tangible impact.

This is where ifeel makes a difference: a solution that redefines mental health care in the workplace and achieves engagement rates up to 11 times higher than Employee Assistance Programmes (EAPs). 

But how does ifeel achieve such high engagement rates? By transforming employee commitment while helping organisations save up to €50,000 per high-risk case. In this article, we explore how ifeel is setting a new standard in corporate mental health support.

Find out all the details in our comparative study between ifeel and EAPs. Download it now and explore how ifeel can transform mental health in your organisation.

The challenge of low engagement in EAPs

Employee Assistance Programmes (EAPs) have historically been the most common option for providing mental health support in companies. However, these programmes face a significant barrier: a low engagement rate. 

Studies show that EAPs have an average usage rate of just 4.5%. This is largely due to their reactive approach, limited to office hours, and restricted interaction options, such as phone calls or in-person meetings.

This low participation not only reduces the impact of EAPs on employee mental health but also represents a waste of resources for companies that implement them. Moreover, in a globalised work environment, where teams are diverse and geographically dispersed, these limitations make EAPs insufficient to meet today’s needs.

ifeel: A solution designed to foster engagement

ifeel redefines workplace mental health by offering a digital, scalable, and user-centred solution. With participation rates ranging from 30% to 50%, ifeel achieves engagement levels up to 11 times higher than EAPs. This success is due to several key factors:

1. 24/7 Accessibility

ifeel removes time and space barriers by providing access to its services 24 hours a day, 7 days a week. This allows employees to seek support whenever they need it, regardless of their location or time zone.

“The main reason we chose ifeel as a partner was their willingness and flexibility. We’ve been able to offer an emotional wellbeing service to our employees whilst always ensuring confidentiality in the process.”

— David Peñaranda, Health & Safety Manager at Werfen, an ifeel partner company.

2. Multiple communication channels

Unlike EAPs, which are limited to face-to-face or phone interactions, ifeel offers a variety of communication channels, including video calls, chat, and self-help resources. This flexibility increases interaction opportunities by 3 to 4 times, adapting to the individual preferences of employees.

3. Data-driven personalisation

Since every individual is different, and the reasons for seeking support may vary, ifeel uses advanced analytics to provide personalised content and interventions. This approach not only improves the relevance of the support offered but also increases user participation by 2 to 3 times.

“What stands out most about ifeel is its personalised and accessible approach to emotional wellbeing. We’ve seen a very positive response from our workforce, which demonstrates the trust and effectiveness of the service.”

— Lisa Porres, Chief People Officer at Spotahome, an ifeel partner company.

4. Scalability and consistency

Designed for large organisations, ifeel is easily scalable and ensures a consistent experience for all employees, regardless of their geographic location.

Comparison: ifeel vs. EAPs

The following table summarises the main differences between ifeel and EAPs, highlighting how ifeel addresses the limitations of traditional models:

Impact on well-being and business outcomes

ifeel’s high engagement levels not only improve employee wellbeing but also have a direct impact on business results. 

According to internal data, companies that implement ifeel experience a significant reduction in employee absenteeism and turnover, translating into substantial cost savings and increased productivity.

Key financial benefits:

• Cost reduction: Lower expenses related to absenteeism and turnover.
• Improved ROI: Addressing mental health proactively enhances return on investment.
• Estimated savings: Between €15,000 and €50,000 per high-risk case effectively managed.

Mental Health in the workplace: One of today’s greatest organisational challenges

In a business environment where mental health is key to success, ifeel emerges as the imperative solution. Its ability to generate significantly higher engagement than EAPs makes it an ideal choice for companies seeking to care for their employees while optimising resources.

By choosing ifeel, organisations not only invest in their teams’ mental health but also ensure a more productive and sustainable future.

If your company is ready to take the next step in caring for your team’s mental health, ifeel is the solution you need.

Contact us to discover how we can help transform your organisation!

Understanding pay transparency in the UK

Pay transparency in the UK refers to openly sharing information about salary ranges and compensation structures within an organisation. This transparency challenges traditional norms of confidentiality, promoting open dialogue between employers and employees. The key elements of pay transparency include:

• Salary bands: Publicizing salary ranges for specific roles.
• Criteria disclosure: Sharing the factors influencing pay decisions.
• Negotiation outcomes: Revealing results of compensation discussions.

Pay transparency in the UK is increasingly seen as a tool to promote fairness and address pay gaps, particularly gender and ethnicity-related disparities. Recent statistics highlight the persistent gender pay gap, emphasising the necessity for transparent practices in bridging such divides.

Benefits of pay transparency

Implementing pay transparency in the UK can yield several benefits for both organisations and employees. The advantages include:

Challenges and considerations

While pay transparency in the UK offers significant advantages, it presents challenges that organisations must address:

• Privacy concerns: Balancing transparency with respect for individual privacy is crucial, as employees may feel uneasy about public disclosure of their compensation details.
• Complexity of implementation: Consistency across departments and roles must be maintained, requiring thorough planning.
• Potential for tension: Discrepancies revealed through transparency can lead to dissatisfaction, necessitating careful management.

Strategies for implementing pay transparency

Organisations looking to adopt pay transparency in the UK should consider several strategic approaches:

1. Conduct a pay audit: Regularly review existing pay structures to identify discrepancies.
2. Establish clear criteria: Define salary determination factors such as experience, skills, and performance.
3. Communicate effectively: Develop a comprehensive plan that explains the benefits and processes of pay transparency.
4. Train managers and HR staff: Equip personnel to manage transparency-related conversations and concerns.
5. Monitor and adjust policies: Continually evaluate and refine transparency practices based on feedback.

Leadership actions:

• Advocate for policy improvements: Support enhancements to transparency policies.
• Promote open communication: Encourage dialogue about pay structures.
• Address disparities: Act swiftly to rectify unjust pay discrepancies.

The UK context: legal and regulatory framework

In the UK, pay transparency is supported by various legal and regulatory frameworks aimed at promoting equality. Key components include:

• Equality Act 2010: Prohibits discrimination in pay based on gender, ethnicity, or other protected characteristics.
• Gender pay gap reporting: Requires public disclosure of pay disparities for organisations with over 250 employees, ensuring adherence to ethical pay practices.

Mental health at work, one of the biggest challenges facing organisations today

Pay transparency in the UK is a powerful tool for fostering fairness and equality in the workplace. By understanding and implementing transparent pay practices, organisations can enhance trust, reduce disparities, and improve recruitment and retention. While challenges exist, strategic planning and effective communication can help companies successfully navigate the complexities of pay transparency.

To support you in this process, at ifeel we have designed a handbook on emotional intelligence for leaders, which will allow you to transform your leadership and benefit your entire organisation. Download it for free!

In addition, our clinical team provides leading companies in their sector with a dynamic, scalable and fully personalised solution, powered by AI. We have a strategy and approach based on key data to help organisations with a global presence address one of the biggest business challenges of our time: mental health at work.

This solution offers employees a mental health care service structured at different levels depending on their needs at any given time. Discover our Resources section where you will find different materials, such as webinars, podcasts, guides for human resources on current topics and interviews with leaders of large organisations.

Data-driven methodology

Our mental health solution for enterprises employs evidence-based practices and innovative methods, backed by the latest research and a network of over 600 mental health professionals. Would you like to know more about our Clinical Research Department? Don’t forget to visit this section to stay informed about the latest studies and research in mental health in corporate environments.

We hope you found this article on pay transparency in the UK interesting.

If you would like more information about the ROI of our personalised mental health solution for enterprises, simply request it here. Our team will calculate the ROI based on your enterprise’s specific characteristics.

This proactive approach goes beyond routine medical check-ups; it is about creating a work environment that anticipates and mitigates risks to employees’ physical and mental health, from chronic stress to musculoskeletal disorders associated with long hours in front of a screen.

In this way, preventive medicine in the workplace has become a key strategy for the long-term success of these multinational corporations, especially in a post-pandemic context where health and well-being have taken on a new dimension.

This approach protects employees’ health and acts as a catalyst for innovation and productivity. By proactively addressing psychosocial risks at work, enterprises are creating more resilient and adaptable work environments capable of facing the rapid changes of the global market.

Download our template on Psychosocial Risk Factors to prevent mental health problems at work. This will help you identify and efficiently address these risks, promoting your employees’ well-being and your enterprise’s productivity. Download the template now and improve your work environment!

Importance of preventive medicine at work

Preventive medicine in the workplace goes beyond simply complying with occupational health and safety regulations. It is about creating a work environment that actively promotes employees’ physical and mental health. This comprehensive approach benefits individual workers and has a positive impact on the organisation as a whole.

Studies find an average return of £5 for every £1 spent in health promotion programmes.These figures underline the economic importance of implementing preventive medicine strategies in the workplace.

Furthermore, when the war for talent is fiercer than ever, preventive medicine at work has become a powerful tool for attracting and retaining talent. Thanks to the implementation of health and well-being programmes, enterprises have seen a significant reduction in the costs associated with absenteeism and presenteeism.

In addition to the economic benefits, these initiatives are fostering a corporate culture of care and mutual support, which is essential for maintaining highly motivated and committed teams in today’s competitive business environment.

Psychosocial risks and mental health: A comprehensive approach to reducing absenteeism and presenteeism

One of the most critical aspects of preventive medicine in the workplace is addressing employees’ psychosocial risks and mental health. Psychosocial risks at work, such as chronic stress, burnout, and anxiety, can significantly impact workers’ health and performance, leading to other consequences for the enterprise, such as absenteeism and presenteeism.

Work absenteeism is a problem that affects many organisations and can significantly impact productivity and costs. Preventive medicine offers practical strategies to reduce absenteeism, through strategies such as:

1. Well-being solutions: Implement programmes that promote healthy habits, such as regular physical activity and a balanced diet.
2. Regular medical check-ups: Offer regular health checks to detect health problems at an early stage.
3. Vaccination: Provide vaccinations against common illnesses, such as flu, to reduce absences due to illness.
4. Psychological support: Offer counselling and mental health support services, such as those provided by solutions like ifeel.

On the other hand, while absenteeism is easily observable, presenteeism — when employees attend work but are not fully productive due to physical or mental health problems — can be equally detrimental to organisations, affecting their productivity and performance margins. In this way, preventive medicine at work can help combat this phenomenon and reduce psychosocial risks by creating safe spaces by:

1. Fostering a culture of well-being that encourages employees to look after their health.
2. Providing resources for stress management and mental health.
3. Implementing flexible working policies that enable employees to balance their work and personal lives better.

‘Ensuring professional well-being, and as far as possible personal well-being, is absolutely critical. For me, having a good balance in that sense is more than 50% of the job.’

Javier Sordo Gómez, Head of People at Thoughtworks, an ifeel partner company.

Mental health at work, one of the biggest challenges facing organisations today

At ifeel, we know that as organisations continue to recognise the value of their employees’ health and well-being, preventive medicine in the workplace will continue to evolve and gain importance. Enterprises that take a proactive and holistic approach to employee health will not only see a reduction in absenteeism and presenteeism, but will also cultivate a more engaged, productive and resilient workforce.

To assist in this process, our clinical team provides leading companies in their sector with a dynamic, scalable and fully personalised solution, powered by AI. We have a strategy and approach based on key data to help organisations with a global presence address one of the biggest business challenges of our time: mental health at work.

This solution offers employees a mental health care service structured at different levels depending on their needs at any given time. Discover our Resources section where you will find different materials, such as webinars, podcasts, guides for human resources on current topics and interviews with leaders of large organisations.

Data-driven methodology

Our mental health solution for enterprises employs evidence-based practices and innovative methods, backed by the latest research and a network of over 600 mental health professionals. Would you like to know more about our Clinical Research Department? Don’t forget to visit this section to stay informed about the latest studies and research in mental health in corporate environments.

We hope you found this article on preventive medicine in the wokrplace interesting.

If you would like more information about the ROI of our personalised mental health solution for enterprises, simply request it here and our team will make a calculation adapted to the specific characteristics of your enterprise.

This gap between recognising the importance of diversity and its effective implementation represents both a challenge and an opportunity for enterprises seeking to stand out in an increasingly competitive and globalised labour market.

Inclusive hiring goes beyond meeting quotas; it is about fundamentally transforming how enterprises identify, attract and nurture talent. DEIB (Diversity, Equity, Inclusion and Belonging) strategies are turning human resources departments into true drivers of innovation and growth.

To support this process, ifeel has designed a Guide to Integrating the DEIB Strategy into your Corporate Culture, so that you can learn key tools to promote diversity, equity, inclusion and belonging in your enterprise. Prioritise an inclusive and strengthened business culture with just one click.

Importance of inclusive hiring

Inclusive hiring is more than a trend; it is a strategic necessity for enterprises seeking to remain competitive in today’s diverse global market.

And the data backs up these statements: according to recent studies, organisations with diverse teams are 56% more likely to improve their job performance. In addition, inclusive practices favour talent retention, as 72% of employees consider diversity important when reflecting on their permanence in an organisation.

These statistics highlight the importance of implementing DEIB (Diversity, Equity, Inclusion and Belonging) strategies in all processes within the organisation, starting with recruitment strategies.

In this sense, inclusive hiring benefits employees and plays an important role in improving business results by combining diverse experiences and perspectives that can nurture creativity and problem-solving within work environments.

‘Everyone can be 100% themselves and we believe that we can learn from each other and achieve great things when everyone is different and can be themselves. We have recently moved away from ‘maternity’ and ‘paternity’ leave and opted for more inclusive parental leave.’

Kalina Pleil, People Operations Specialist at Labster, an ifeel partner enterprise.

Strategies to ensure inclusive recruitment

1. Review of current policies

The first step towards inclusive recruitment is to review existing policies and practices. This involves identifying and eliminating biases in the recruitment process, performance evaluations, and professional development programmes.

2. Inclusive language in job advertisements

The language used in job advertisements can attract or deter certain groups of candidates. Using inclusive and gender-neutral language can significantly expand the talent pool.

3. Diversification of recruitment channels

To attract a wider range of candidates, it is crucial to diversify recruitment channels. This can include partnerships with organisations representing underrepresented groups, participation in diverse job fairs and the use of recruitment platforms specialising in diversity.

4. Training in cognitive biases

Cognitive biases can significantly influence hiring decisions. Training recruiters and managers on how to recognise and mitigate these biases is crucial for inclusive hiring.

At ifeel, we have designed this handbook for HR managers, so that they can learn how to identify cognitive biases and improve selection processes in the enterprise. Download it for free!

5. Implement structured interviews

Structured interviews, where all candidates are asked the same questions in the same order, can help reduce bias and ensure a fairer evaluation.

6. Inclusive internship and apprenticeship programmes

Developing internship and apprenticeship programmes specifically targeting under-represented groups can be an excellent way to expand the diverse talent pipeline.

7. Metrics and ongoing evaluation

To ensure the success of inclusive hiring initiatives, it is essential to establish clear metrics and conduct regular assessments.

Implementation: Comprehensive transformation of the inclusive hiring process

Objective: To conduct a comprehensive review and improvement of the entire hiring process to promote diversity, equity and inclusion in the organisation.

Steps:

Audit team formation:

Create a diverse team including HR members, department leaders and employees from different levels and backgrounds.

Audit of current policies and practices:

• Review all existing recruitment policies.
• Identify areas where cognitive biases may exist.
• Analyse the last 5 job offers published by the enterprise.

Mapping and diversification of recruitment channels:

• Draw up a complete list of current recruitment channels.
• Research and propose new channels that can attract diverse groups.
• Establish at least two new partnerships with organisations that promote diversity.

Bias awareness workshop:

• Organise an interactive workshop for the recruitment team and leaders involved in hiring.
• Include case studies and role-play exercises to practise unbiased decision-making.

Redesign the interview process:

• Develop a set of standardised competency-based questions for each role.
• Create an objective evaluation rubric to score candidates’ responses.
• Train interviewers in the use of the new structured interview format.

Implement inclusive language tools:

• Use text analysis tools to review and modify language in job postings and recruitment communications.
• Ensure that all language is neutral, inclusive and welcoming.

Create a metrics and evaluation system:

• Identify key diversity and inclusion metrics for the hiring process.
• Develop a dashboard to track these metrics.
• Set clear objectives and a schedule of quarterly reviews with the leadership team.

Action plan and follow-up:

• Develop a detailed action plan to implement the necessary changes based on the audit findings and previous activities.
• Assigns responsibilities and sets deadlines for each action.
• Schedule periodic reviews to assess progress and make adjustments as needed.

This comprehensive exercise will enable the organisation to systematically address all aspects of the recruitment process, ensuring a coherent and comprehensive approach to inclusive recruitment.

Mental health at work, one of the biggest challenges facing business organisations today

At ifeel, we know that inclusive recruitment is not just a human resources initiative; it is a business strategy that can drive innovation, improve decision-making and increase competitiveness in the global marketplace.

Furthermore, to support you in this process, ifeel has designed a Guide to Integrating the DEIB Strategy into your Corporate Culture, so that you can learn key tools to promote diversity, equity, inclusion and belonging in your enterprise. Prioritise an inclusive and strengthened business culture with just one click.

To assist in this process, our clinical team provides leading companies in their sector with a dynamic, scalable and fully personalised solution, powered by AI. We have a strategy and approach based on key data to help organisations with a global presence address one of the biggest business challenges of our time: mental health at work.

This solution offers employees a mental health care service structured at different levels depending on their needs at any given time. Discover our Resources section where you will find different materials, such as webinars, podcasts, guides for human resources on current topics and interviews with leaders of large organisations.

Data-driven methodology

Our mental health solution for enterprises employs evidence-based practices and innovative methods, backed by the latest research and a network of over 600 mental health professionals. Would you like to know more about our Clinical Research Department? Don’t forget to visit this section to stay informed about the latest studies and research in mental health in corporate environments.

We hope you found this article on  employee well-being in crisis management interesting.

If you would like more information about the ROI of our personalised mental health solution for enterprises, simply request it here and our team will make a calculation adapted to the specific characteristics of your enterprise.

Understanding employee well-being in crisis management

Employee well-being in crisis management extends beyond physical health; it encompasses mental and emotional stability, particularly during crises. The psychological impact of crises on employees can be profound, affecting productivity, engagement, and overall organisational morale. Research from the Journal of Occupational Health Psychology indicates that stress and anxiety levels can escalate during crisis situations, leading to decreased performance and increased burnout. Therefore, integrating a holistic well-being strategy is crucial for maintaining a supportive work environment.

Employee well-being in crisis management: creating a prevention plan with ifeel

A proactive approach is essential in crisis management, and crafting a prevention plan with ifeel can significantly mitigate risks. Our tailored mental health solutions utilise AI-driven technology to provide personalised care. These programs enhance self-awareness and emotional intelligence, equipping employees with the tools to manage stress effectively. By integrating these strategies, organisations can cultivate a resilient workforce prepared to tackle challenges head-on.

Benefits of prioritising employee well-being in crisis management

Recognising the benefits of prioritising employee well-being in crisis management can transform how organisations operate during challenging times. Here are the key benefits:

Here is a table summarising the benefits of employee well-being in crisis management:

Tips for enhancing employee well-being in crisis management

Enhancing employee well-being in crisis management requires deliberate strategies and thoughtful implementation. Here are some practical tips to consider:

1. Cultivate a supportive culture: Encourage open dialogues about mental health, creating an environment where employees feel comfortable sharing their concerns. Regular feedback sessions can help identify stressors early and provide timely support.

2. Implement flexible work arrangements: Crisis situations often demand adaptability in work schedules. Offering flexible hours and remote work options can significantly alleviate stress, contributing to better work-life balance.

3. Ensure access to mental health resources: Providing access to counselling and mental health services is crucial. These resources can be a lifeline for employees struggling during crises.

Prevention strategies for employee well-being in crisis management

1. Conduct regular risk assessments: Regularly evaluate potential risks and stressors in the workplace to proactively address them.
2. Develop comprehensive communication plans: Establish clear communication channels to ensure that employees are informed and supported during crises.
3. Offer training and development programs: Provide training on stress management, crisis response, and mental health awareness to equip employees with necessary skills.
4. Build a resilient support system: Implement robust support systems that include counselling services, peer support groups, and helplines.
5. Monitor and adapt strategies: Continuously monitor the effectiveness of well-being initiatives and adapt strategies based on employee feedback.

Checklist for HR managers

Here’s an actionable checklist for HR managers to enhance crisis management strategies focusing on employee well-being:

Crisis management for leaders: our latest resource

Unlock the secrets to mastering crisis management with our must-have guide, “Crisis Management for Leaders”. Packed with actionable strategies, this essential resource is tailored to equip leaders with the tools they need to thrive in uncertain times. Transform your leadership style and seize this opportunity to enhance your skills, download the guide today and lead with confidence!

Recommended resources

Explore these insightful articles and resources by ifeel to enhance your crisis management strategies:

• Emotional support for employees in personal crisis: Insights into providing personalised emotional support.
• Resilience strategies for leaders: Techniques to build resilient teams and leaders.
• Returning to work after sick leave: Guidance on smoothing the transition back to work for employees post-crisis.

Mental health at work, one of the biggest challenges facing organisations today

Prioritising employee well-being in crisis management is a strategic decision that can redefine organisational resilience and success. By implementing comprehensive prevention plans, promoting open communication, and ensuring access to mental health resources, organisations can effectively navigate crises. Leaders play a crucial role by fostering emotional intelligence and supporting a culture of well-being.

To assist in this process, our clinical team provides leading companies in their sector with a dynamic, scalable and fully personalised solution, powered by AI. We have a strategy and approach based on key data to help organisations with a global presence address one of the biggest business challenges of our time: mental health at work.

This solution offers employees a mental health care service structured at different levels depending on their needs at any given time. Discover our Resources section where you will find different materials, such as webinars, podcasts, guides for human resources on current topics and interviews with leaders of large organisations.

Data-driven methodology

Our mental health solution for enterprises employs evidence-based practices and innovative methods, backed by the latest research and a network of over 600 mental health professionals. Would you like to know more about our Clinical Research Department? Don’t forget to visit this section to stay informed about the latest studies and research in mental health in corporate environments.

We hope you found this article on  employee well-being in crisis management interesting.

If you would like more information about the ROI of our personalised mental health solution for enterprises, simply request it here and our team will make a calculation adapted to the specific characteristics of your enterprise.

These days, we have often heard the term “massive layoffs“, especially observed in technology companies, resulting from financial obstacles such as inflation, rising financial costs, or indebtedness. Such obstacles to growth have forced companies to take drastic measures such as large job cuts as a strategy to mitigate the economic damage. 

Of course, this action brings with it multiple consequences for both the company and the employees, as well as for the team leaders who must manage the residual damage. These include:

In this context, HR departments have a great responsibility to face: to learn how to manage redundancies in companies efficiently and responsibly in order to minimise the negative impact on the affected workers and the organisation.

How to manage redundancies in companies

The best way to handle this difficult situation is to have clear planning and to equip HR staff with skills and strategies that will enable them to take a proactive approach to managing redundancies in companies. This requires the following:

1. Develop a clear plan and have transparent communication

To manage redundancies in companies, HR departments need to establish clear policies and procedures regarding dismissals. This involves defining objective criteria for termination of employment and transparently communicating these criteria to all employees. Open and honest communication throughout the process is essential to ensure trust and understanding between employees and management.

2. Consider legal and financial advice

When developing the strategy and managing redundancies in companies, leaders must rely on lawyers to ensure that the plan complies with the regulations, thereby reducing the risks associated with redundancies. Similarly, the company’s economic consequences should be considered, and financial advice should be sought to mitigate future damage.

3. Identifying alternatives

Layoffs should be a last resort. Therefore, before making a decision, alternative strategies should be analysed, such as, for example, reductions in working hours, temporary leave, and voluntary redundancy programmes, among others, to reduce the number of redundancies necessary. At the same time, this measure demonstrates the company’s commitment to reducing the negative impact of the strategies applied.

4. Provide emotional support and resources

Layoffs can have a significant emotional impact on affected employees, teams, and the overall work environment. Studies show that the most common psychological effects of redundancy include increased stress, feelings of insecurity, and failure, as well as a decrease in self-esteem and a deterioration in interpersonal relationships. 

It is, therefore, important for human resources departments to offer emotional support and resources during this difficult period to facilitate this transition. Similarly, it is essential to design strategies to improve internal communication within the company, offering clear objectives to the remaining employees and encouraging open dialogue in order to work towards corporate wellbeing. 

These strategies can include providing access to career counselling through ifeel’s mental well-being solutions, as well as Employee Assistance Programmes (EAPs) and resources that can help with job transition, such as career development workshops or outplacement services.

5. Remembering the importance of ethics, confidentiality, and respect

In order to manage redundancies in companies in the most professional manner possible, it is essential to maintain confidentiality and respect throughout the redundancy process. Affected employees must be treated with dignity and consideration, and their privacy must always be protected. Avoiding rumour-mongering and maintaining discretion around the details of redundancies helps to preserve morale and trust within the team.

What to do if you are an employee and there have been redundancies in your company?

If you find yourself facing redundancies in your company, it is understandable that you may feel anxious and worried about your employment future. It is important to remember that you are not alone and that there are resources available to help you cope, as well as professionals willing to provide you with the support you need. 

Here are some actions you can consider:

• Disclose your concerns: If you have questions or concerns about layoffs, don’t hesitate to contact your supervisor or HR department for more information and guidance.
• Seek emotional support: Talk to trusted friends, family or colleagues about how you are feeling. You may also consider seeking professional support through counselling or therapy services, and suggest incorporating these services into your company to support current teams.
• Explore professional development opportunities: Use this time as an opportunity to reflect on your professional goals and skills. Investigate professional development options, such as training courses or mentoring programmes, that can help you advance your career.

Fostering mental well-being at work

At ifeel, we know that managing redundancies in companies effectively is a responsibility that requires sensitivity, empathy, and adequate resources to support affected employees. It is therefore important that companies recognise this reality and provide resources and support services to promote mental well-being in the workplace.

To support companies in this process, our team of expert workplace well-being psychologists has created a mental well-being solution for businesses that improves talent retention, reduces presenteeism, and combats employee stress. 

With our mental well-being solution, your company’s HR managers can receive personalised, data-driven advice on improving mental health at work. In addition, this solution offers employees a 360° mental well-being service structured at different levels according to their needs. Try our solution now to see how it could help you.

We hope you found this article about redundancies in companies interesting. If you would like more information about our mental well-being solution for companies, simply request it, and we will contact your team as soon as possible.

That is why EU pay transparency is one of the most important issues in today’s workplace, marking one of the main trends in human resources for 2025. But what is this issue about and how does it affect the workplace? We’ll tell you all about it below.

What is EU pay transparency?

The EU has taken a significant step in the fight against pay discrimination with the approval of Directive (EU) 2023/970, which aims to eliminate the gender pay gap and promote equality in the workplace.

Pay transparency refers to the practice of making pay structures within an organisation public and accessible. This approach seeks to eliminate unjustified pay disparities, especially those based on gender, and to promote a culture of fairness and justice in the workplace.

This new regulation, which came into force on 6 June 2023, establishes a series of measures that enterprises must implement to guarantee pay transparency and support workers in their right to equal pay.

This proposal seeks to establish pay transparency measures, such as information on pay levels in job advertisements and a ban on asking candidates about their pay history. The directive also aims to improve workers’ access to information on pay and strengthen enforcement mechanisms.

This Directive also sets out the need to provide compensation to victims of pay discrimination, and the sanctions or fines that employers who break the rules will face.

Thus, in order to achieve EU pay transparency, Member States have until 7 June 2026 to transpose this Directive into their national legislation, which means that organisations must start preparing for these important changes.

Main points of the EU Pay Transparency Directive

Publication of pay information

Enterprises with more than 100 employees will be obliged to publish information on the gender pay gap. The frequency of this publication will vary according to the size of the enterprise:

• Enterprises with 250 or more employees will have to report on an annual basis
• Smaller enterprises will have to provide this information every 3 years.

This measure seeks to foster greater awareness of pay disparities and promote corrective action.

Transparency in job offers

From 2026, enterprises will have to provide information on salary or salary range in job advertisements or during the selection process. In addition, it will be prohibited to ask candidates about their salary history, a practice that often perpetuates inequalities.

Right to salary information

To comply with EU pay transparency, employees will also have the right to request information on the average pay levels of categories of employees doing the same job or a job of equal value, and the criteria used to determine that pay.

This measure will enable employees to compare their pay with that of their colleagues and detect possible discrimination.

Ban on pay secrecy

Contractual clauses that prevent employees from disclosing their salary or seeking information about the different professional categories in the enterprise will be eliminated, thus fostering a culture of openness and transparency.

Salary audits and action plans

If a gender pay gap of 5% or more is detected, enterprises must carry out a salary audit in collaboration with workers’ representatives and draw up an action plan to correct the inequalities.

Extension of the scope of application

The new regulations on pay transparency in the EU have, for the first time, incorporated intersectional discrimination, which refers to the combination of various forms of inequality or disadvantage, such as gender, ethnicity or sexuality. In addition, the Directive has included measures to ensure that the needs of employees with disabilities are considered.

Benefits of EU pay transparency in enterprises

Although adapting to these new regulations on pay transparency in the EU may seem challenging, pay transparency offers numerous benefits for both employees and enterprises:

# Benefits of pay transparency

1. Greater trust and commitment on the part of employees.

2. Improved corporate reputation and attraction of talent.

3. Reduction in staff turnover and associated costs.

4. Promotion of a culture of equity and justice in the workplace.

‘I believe that, above all, any person has immense potential when they are in an environment that provides them with the necessary conditions and support to develop it. Over time, I have learned that people give back to the enterprise to the same extent that they are trusted, whether in terms of autonomy, training, development opportunities or support, both professional and personal.’

Vasco Armés, Human Resources Director at PERI Iberia, an ifeel partner company.

Impact of EU pay transparency on human resources management

The implementation of these pay transparency measures in the EU will pose a significant challenge for human resources departments, which will have to adapt their practices and policies to comply with the new regulations on pay transparency in the EU. That is why we at ifeel have created an essential guide for managers to develop a crisis management plan. Learn how to handle critical situations effectively. Download it for free now!

This new context represents an opportunity to ensure equality at work and fairness in the workplace. However, to learn how to retain talent in this new business landscape, organisations will need to:

1. Review and update their salary structures to ensure that they are based on objective and non-discriminatory criteria. At ifeel, we have designed this manual for HR managers, so that they can learn how to identify cognitive biases and improve processes in the enterprise. Download it for free!
2. Implement transparent and equitable performance evaluation systems.
3. Train up managers and HR managers in equal pay and non-discrimination. Download our Guide to integrating the DEIB Strategy into your Corporate Culture and provide your enterprise with key tools to foster an inclusive and strengthened business culture with just one click.
4. Develop strategies for internal communication to explain salary policies in a clear and transparent way.

Similarly, to support workers in this process of change, enterprises should:

1. Provide training on their rights regarding equal pay.
2. Establish channels of communication open to resolving doubts and concerns.
3. Implement mentoring and professional development programmes that promote equal opportunities.

Mental health at work, one of the biggest challenges facing enterprises today

At ifeel, we know that the EU Pay Transparency Directive represents a significant step forward in the fight for gender equality in the workplace. Enterprises that proactively adapt to these changes will not only comply with the legislation, but will also position themselves as attractive and responsible employers.

To help in this process, our clinical team provides leading companies in their sector with a dynamic, scalable and fully personalised solution, powered by AI. We have a strategy and approach based on key data to help organisations with a global presence address one of the biggest business challenges of our time: mental health at work.

This solution offers employees a mental health care service structured at different levels depending on their needs at any given time. Discover our Resources section where you will find different materials, such as webinars, podcasts, guides for human resources on current topics and interviews with leaders of large organisations.

Data-driven methodology

Our mental health solution for enterprises employs evidence-based practices and innovative methods, backed by the latest research and a network of over 600 mental health professionals. Would you like to know more about our Clinical Research Department? Don’t forget to visit this section to stay informed about the latest studies and research in mental health in corporate environments.

We hope you found this article on EU pay transparency interesting.

If you would like more information about the ROI of our personalised mental health solution for enterprises, simply request it here and our team will make a calculation adapted to the specific characteristics of your enterprise.

Understanding the challenges faced by working parents

Working parents are often caught in a balancing act, trying to efficiently manage both professional responsibilities and family commitments. This dual role can lead to a range of challenges that impact their personal well-being and work performance. Here’s a detailed look at the major challenges faced by working parents:

Questions for leaders:

• How does our current company culture support or hinder working parents?
• Are there any gaps in our policies that could lead to higher turnover among working parents?
• How can we measure the success of our initiatives aimed at supporting working parents?

Addressing these challenges is crucial for organisations aiming to support working parents and boost employee retention. Implementing supportive measures not only alleviates these pressures but also enhances the overall productivity and satisfaction of working parents within the workforce.

Key strategies to support working parents and boost employee retention

To effectively support working parents and boost employee retention, companies must adopt a comprehensive approach that incorporates flexibility, support, and development opportunities. The following key strategies provide a roadmap for organisations striving to create a more inclusive and supportive workplace.

1. Flexible work arrangements: Offering flexible work schedules or remote work options can significantly ease the burden on working parents. By allowing employees to manage their time around family commitments, companies can enhance job satisfaction and reduce stress levels. A survey by KPMG shows that 50% of working parents are seeking more flexible work schedules.

2. Childcare support: Providing on-site childcare facilities or benefits for childcare expenses can relieve financial stress for working parents. This not only enhances employee loyalty but also reduces absenteeism, effectively contributing to support working parents and boost employee retention.

3. Parental leave policies: Extending generous parental leave policies that go beyond statutory requirements demonstrates a company’s commitment to family values and supports employee retention.

4. Employee Assistance Programs (EAPs): Implementing programs that offer counselling and support can help working parents manage stress and improve their overall well-being, further strengthening efforts to support working parents.

5. Career development opportunities: Ensuring that working parents have access to career advancement resources ensures that they remain engaged and motivated within the organisation.

Extended benefits of supporting working parents

Investing in the support working parents and boost employee retention yields substantial returns for organisations. Here’s a detailed look at the myriad benefits that can be achieved:

International perspectives on supporting working parents

The approach to support working parents and boost employee retention varies worldwide, reflecting different cultural and legislative contexts. In Sweden, for example, parents are entitled to 480 days of parental leave, which can be shared between both parents. This policy not only supports gender equality but also enhances family well-being and reduces workforce attrition. In contrast, the United States offers no statutory paid parental leave, which places a heavier burden on employers to create supportive environments for working parents.

In the UK, flexible working arrangements and shared parental leave have been increasingly adopted, aligning with European trends towards greater support for working parents. These policies are crucial in maintaining the UK’s competitiveness in attracting and retaining top talent.

Supporting working parents: A global perspective

Recommendations for HR leaders

1. Conduct needs assessments: Regularly survey working parents to understand their unique challenges and needs within the organisation.

2. Develop comprehensive policies: Ensure that HR policies are inclusive of all types of families and reflect the diverse needs of working parents, aiding in efforts to support working parents and boost employee retention.

3. Foster a supportive culture: Encourage open communication and provide platforms for working parents to share their experiences and suggestions.

4. Monitor and evaluate: Continuously monitor the effectiveness of support initiatives and make necessary adjustments based on feedback and performance metrics.

Questions for decision makers

If you’re not sure where to begin, start by asking yourself these key questions to support working parents and boost employee retention:

• What specific needs do working parents in our organisation have that are currently unmet?
• How can we ensure that our policies are equitable and inclusive for all employees?
• In what ways can we measure the impact of our support programs on employee retention and satisfaction?

A checklist for HR managers and decision-makers in enterprises

• [ ] Review and enhance flexible work policies to support working parents and boost employee retention.
• [ ] Evaluate the feasibility of on-site childcare or partnerships with local childcare providers.
• [ ] Assess parental leave policies against industry standards.
• [ ] Develop and promote employee assistance programs focused on family and life balance.
• [ ] Identify career development pathways that accommodate diverse family structures.

Mental health: one of the biggest business challenges of our time

At ifeel, we understand that supporting working parents is not only essential for employee well-being but also represents a strategic investment in a company’s long-term success. For HR leaders and decision-makers, comprehending the importance of tailored support solutions is vital to navigating the challenges of an evolving workforce.

To help in this process, our clinical team provides leading companies in their sector with a dynamic, scalable and fully personalised solution, powered by AI. We have a strategy and approach based on key data to help organisations with a global presence address one of the biggest business challenges of our time: mental health at work.

This solution offers employees a mental health care service structured at different levels depending on their needs at any given time. Discover our Resources section where you will find different materials, such as webinars, podcasts, guides for human resources on current topics and interviews with leaders of large organisations.

Data-driven methodology

Our mental health solution for enterprises employs evidence-based practices and innovative methods, backed by the latest research and a network of over 600 mental health professionals. Would you like to know more about our Clinical Research Department? Don’t forget to visit this section to stay informed about the latest studies and research in mental health in corporate environments.

We hope you found this article on how to support working parents and boost employee retention interesting.

If you would like more information about the ROI of our bespoke mental health solution for enterprises, simply request it here and our team will make a calculation adapted to the specific characteristics of your enterprise.