Psychosocial risks represent a critical challenge for modern organisations. Factors such as work-related stress, burnout and imbalance between personal and professional life not only seriously affect employees’ mental health but also have a direct impact on productivity and operational costs.

Therefore ignoring these risks is not an option for companies that want to thrive in an increasingly competitive world. The reality is that psychosocial risks can trigger increased absenteeism, staff turnover and decreased engagement, affecting both financial results and organisational culture.

In this context, ifeel positions itself as a strategic solution that enables organisations to effectively address these risks by combining technology, data analysis and clinical expertise.

Discover how you can prevent psychosocial risks at work and save costs by downloading our guide here.

What are psychosocial risks and why are they important?

Psychosocial risks are factors related to the organisation, content and conditions of work that can negatively affect employees’ mental and physical health. The most common include:

• Work-related stress: excessive workload or tight deadlines.
• Burnout: emotional and physical exhaustion due to prolonged stress.
• Work-life imbalance: lack of flexibility to meet personal needs.
• Workplace harassment: hostile behaviours in the work environment.

These risks not only negatively impact individual well-being but also have significant consequences for companies, such as increased absenteeism, staff turnover, and a notable reduction in productivity, all stemming from associated mental health problems.

These consequences translate into high business costs: according to the World Health Organization (WHO), mental health disorders cause global economic losses exceeding $1 trillion annually due to decreased productivity.

Financial impact of psychosocial risks

Thus, we can affirm that the financial impact of psychosocial risks on companies is significant and often underestimated. This is a serious mistake, as estimates show that a high-risk employee can generate costs ranging between €15,000 and €50,000 per year. These costs include:

For this reason, implementing prevention strategies not only significantly reduces costs associated with absenteeism, staff turnover and productivity loss but also has a transformative impact on employee engagement and satisfaction.

Proactively preventing and addressing psychosocial risks creates a healthier work environment where employees feel valued, supported and motivated to give their best.

Moreover, these strategies strengthen the bond between teams and the organisation, fostering a culture of trust and well-being that improves not only individual performance but also collective results. Clearly, in a competitive labour market, prioritising prevention of these risks is not just a responsible decision but a strategic advantage that positions companies as attractive and sustainable employers.

Strategies to prevent the financial impact of psychosocial risks

Preventing the financial impact of psychosocial risks requires a proactive and structured approach. Here are some key strategies:

Identify psychosocial risks:
Use tools such as internal surveys and data analysis to assess stress levels, absenteeism and turnover in your organisation. Early identification is essential to design effective interventions.

Implement prevention programmes:
Design initiatives that address risks before they become serious problems. This includes emotional management workshops, mindfulness programmes and training in empathetic leadership.

ifeel uses a data- and technology-based approach to identify and address psychosocial risks in real time. Through its platform, companies can assess the actual risk level by measuring indicators such as absenteeism, turnover and sick leave.

Personalise solutions:
Not all employees face the same challenges. Offer resources tailored to different risk levels, from psychoeducational content for mild cases to individual therapy for critical situations.

To this end, ifeel designs personalised plans, adapting solutions to each risk level:

Monitor and measure impact:
Regularly evaluate the success of implemented strategies. Use indicators such as reduced absenteeism, increased engagement and financial savings to adjust and optimise interventions.

Benefits of a prevention strategy with ifeel

Implementing a psychosocial risk prevention strategy with ifeel generates tangible benefits both clinically and financially:

Clinical impact:

• Risk level reduction: significantly decreases medium and high-risk cases.
• Improved overall wellbeing: increases employee motivation and engagement.

Financial impact:

• Labour cost savings: absenteeism and turnover reduction between 15% and 25%.
• Higher ROI: every euro invested in prevention generates a positive return.

Competitive advantage:

• Talent attraction and retention: companies prioritising wellbeing are seen as responsible employers.
• Improved corporate reputation: promotes a positive and sustainable image.

Success stories: how ifeel transforms organisations

A notable example is a pharmaceutical company that implemented ifeel’s solutions and achieved:

Reduced mental health-related absenteeism by 25%.
Saved €4.65 million in the first year and projected €13.96 million in three years.
Increased employee engagement by 30% and productivity by 20%.

To find out more, download our Pharmaceutical industry case study here.

Discover how ifeel can transform your organisation

Preventing psychosocial risks is not just a matter of social responsibility but a strategic decision that drives business success. With ifeel, you can turn mental health into a competitive advantage, optimising costs and improving productivity.

Download our exclusive document now and take the first step towards a healthier, more sustainable organisational culture.

What specific actions are decision-makers willing to take to effectively combat age discrimination and ensure a truly inclusive environment for all age groups within their organisations?

Understanding age discrimination

Age discrimination refers to treating someone unfairly because of their age. This can manifest in various ways, from hiring practices to workplace policies that disadvantage certain age groups. Common forms include:

The Equality Act 2010 protects against age discrimination in the UK, yet many employees still face challenges. By understanding these issues, enterprises can implement strategies to mitigate age discrimination and foster a more inclusive environment.

In conclusion, recognising the various forms of age discrimination is the first step towards creating a fair and inclusive workplace. By addressing these biases, companies can ensure that all employees are evaluated based on their abilities and contributions.

Older workers and age discrimination

Older workers increasingly face age discrimination, particularly as workplaces emphasise digital skills often associated with younger employees. Many feel left behind, experiencing exclusion from technology-focused training and career advancement opportunities. Stereotypes about older workers being less adaptable further marginalize them, affecting morale and productivity.

Organisations must address these challenges by integrating older workers into the evolving workplace. This involves offering tailored training to bridge the digital divide and fostering an inclusive culture that values experience. Intergenerational mentorship programs can facilitate collaboration and knowledge exchange, benefiting both younger and older employees.

By committing to inclusivity and recognising the unique contributions of older workers, enterprises can harness a diverse range of talents, ensuring all employees feel valued and empowered.

The impact of age discrimination in the UK

Age discrimination in the UK not only affects individuals but also has broader implications for organisations. The impact includes:

• Reduced morale: Employees who experience age discrimination often feel undervalued and demotivated.

• Talent loss: Companies risk losing skilled workers who seek more inclusive environments.

• Negative reputation: Organisations known for age discrimination may struggle to attract diverse talent.

Recent studies highlight that age discrimination in the UK is prevalent, with many older workers reporting difficulties in securing employment or advancing in their careers. This is particularly concerning as the UK workforce ages, with a significant portion of the population over 50 years old. Younger workers, too, face challenges as they are often perceived as inexperienced, limiting their opportunities for growth.

Addressing age discrimination is crucial for maintaining a motivated and engaged workforce. By promoting diversity and inclusion, companies can enhance their reputation and attract top talent from all age groups.

The consequences of age discrimination extend beyond individual experiences, affecting organisational success and reputation. By tackling these issues, companies can create a more harmonious and productive work environment.

Strategies to combat age discrimination in the UK

Enterprises can implement several strategies to address age discrimination in the UK and promote inclusivity:

1. Inclusive hiring practices:

• Use blind recruitment techniques to focus on skills rather than age.
• Ensure job descriptions are free from age-related language.

2. Diverse training and development:

• Offer training programs that cater to all age groups.
• Encourage mentorship opportunities between different generations.

3. Policy review and implementation:

• Regularly review workplace policies to ensure they do not inadvertently disadvantage any age group.
• Promote a culture of respect and understanding through diversity training.

By adopting these strategies, enterprises can effectively combat age discrimination in the UK and foster a more inclusive workplace. This proactive approach not only benefits employees but also contributes to the organisation’s overall success.

How ifeel’s latest DEIB guide can help you

To further support enterprises in addressing age discrimination in the UK, the Guide to Embedding a DEIB Strategy in Your Corporate Culture is an invaluable resource. This guide provides comprehensive strategies to integrate diversity, equity, inclusion, and belonging (DEIB) into your corporate culture, helping to eliminate biases and foster a more inclusive environment.

Download the guide to learn how you can transform your organization and ensure all employees, regardless of age, feel valued and included. Access the resource here.

Unlocking teams’ potential

Addressing age discrimination in the UK is vital for creating a fair and inclusive workplace. By implementing comprehensive strategies and fostering a culture of respect, enterprises can ensure that all employees are evaluated based on their abilities and contributions.

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 on human resources strategies interesting. If you would like more information about our mental well-being solution for enterprises, simply request it and we will get in touch with your team as soon as possible.

As a decision-maker, how are you supporting the sandwich generation in your enterprise?

Understanding the sandwich generation

The sandwich generation refers to individuals who are simultaneously responsible for raising their children and caring for elderly parents. Studies show that the UK, approximately 1.3 million adults find themselves in this position, a trend driven by increased life expectancy and prolonged financial dependency of children. This dual caregiving role presents significant challenges that can affect every aspect of life.

Challenges faced

The sandwich generation faces several distinct challenges:

• Time management: Balancing the demands of work, parenting, and elder care often leads to time scarcity. This can impact the ability to fulfill duties effectively, affecting both personal well-being and professional performance.

• Financial pressure: Supporting two generations can severely strain financial resources, affecting savings and long-term financial planning. The cumulative costs of childrearing, education, and elder care can lead to substantial financial stress.

• Emotional stress: Caregiving demands can lead to chronic stress and anxiety, impacting mental health. The constant pressure of juggling responsibilities can exacerbate workplace challenges and diminish life satisfaction.

• Workplace impact: Increased absenteeism and reduced productivity are common due to divided focus and resources. These factors can lead to decreased job satisfaction and engagement.

Practical support strategies for employers

Employers play a crucial role in supporting employees within the sandwich generation by adopting strategies designed to alleviate these pressures:

• Flexible Working Arrangements: Implement policies that allow flexible scheduling, compressed workweeks, or remote work options, providing employees the freedom to manage caregiving duties alongside professional tasks.

• Employee Assistance Programmes (EAPs): Offer access to mental health resources and counseling services to help employees manage stress and maintain mental health. EAPs provide a confidential outlet for dealing with personal and professional challenges.

• Caregiving leave: Establish additional leave options specifically for caregiving responsibilities, demonstrating organisational commitment to employee well-being and fostering a supportive workplace culture.

Embracing flexibility and innovation

As organisations strive to support the sandwich generation, embracing flexibility and innovation in workplace policies is essential. The modern workforce is increasingly diverse, and catering to the unique needs of employees in the sandwich generation can set companies apart as employers of choice. This involves not only implementing flexible work arrangements and mental health support but also fostering a culture that embraces innovative solutions tailored to individual needs.

One key aspect of this approach is the integration of technology to facilitate flexible work environments. Providing employees with the tools and resources to work remotely or adjust their schedules seamlessly can alleviate much of the stress associated with balancing caregiving responsibilities. Additionally, innovative platforms that offer mental health solutions, such as ifeel can enhance accessibility and convenience, making support available when employees need it most. By adopting these forward-thinking initiatives, organisations can create a more adaptable and resilient workforce, ultimately driving productivity and enhancing employee satisfaction.

Comprehensive organisational support checklist

To effectively support Britain’s sandwich generation, organisations can use the following checklist to evaluate and enhance their support systems:

Trust the leaders

The sandwich generation comprises a significant segment of the workforce, necessitating tailored support to manage their distinct challenges effectively. By integrating comprehensive support strategies, organisations can enhance employee well-being, drive productivity, and foster a more inclusive and empathetic workplace environment.

To assist in this process, our team of psychologists specialising in mental well-being has developed a mental well-being program for companies aimed at helping companies enhance employee engagement and boost productivity.

This collaboration allows HR managers to receive personalised, data-based advice on the most effective measures for detecting employee mental health issues and assessing the workplace climate. It’s the best way to understand their needs.

Moreover, ifeel’s corporate mental well-being solution offers employees a structured mental health care service tailored to their needs at any given time.

We hope you found this article on Britain’s sandwich generation interesting. If you want more information about our mental well-being solution for companies, simply request it, and we will contact your team soon.

The lack of flexibility in the workplace can lead to significant issues such as decreased employee morale, increased turnover rates, and even potential legal complications.

With the ongoing evolution of workplace dynamics, the critical question arises: how can decision-makers effectively address the needs of sick workers without compromising organisational efficiency?

Understanding the impact of having sick workers without job flexibility

Navigating the complexities of accommodating sick workers without job flexibility involves understanding its multifaceted impact on organisations and individuals.

1. Employee well-being and mental health: ifeel’s latest Mental Health Report reveals that 40.7% of UK employees prioritise mental health resources, emphasising the need for supportive measures in the workplace. The lack of job flexibility can exacerbate mental health issues, leading to increased stress and burnout.

Gain exclusive insights from our comprehensive report, detailing how mental well-being is shaping the future of Europe’s leading organisations and transforming workforce productivity. Download it here!

2. Legal and compliance risks: Companies ignoring the issue of sick workers without job flexibility may face legal challenges. Employment laws in various countries, including the UK, mandate reasonable accommodations for employees’ health needs.

3. Productivity and turnover rates: The European Agency for Safety and Health at Work states that flexible work arrangements can significantly reduce absenteeism and increase job satisfaction. Without this flexibility, organisations risk higher turnover rates and associated costs.

4. Organisational reputation: Companies known for flexible work environments tend to attract top talent and maintain a competitive edge in the labour market. A rigid approach can damage a firm’s reputation and hinder talent acquisition.

Understanding these impacts highlights the importance of proactive strategies to support sick workers without job flexibility as a strength rather than a challenge.

Prevention and the importance of a mental well-being solution

Prevention plays a crucial role in addressing challenges arising from sick workers without job flexibility. By adopting preventive measures and implementing mental well-being solutions, organisations can proactively manage potential issues. Below is a table summarising key prevention strategies:

Prevention not only mitigates current issues but also builds a foundation for future resilience, ensuring the workforce remains healthy and proactive.

Strategies for improvement

Adopting effective strategies to accommodate sick workers without job flexibility requires a holistic approach that balances organisational needs with employee welfare. Research shows that sick workers four times more likely to leave work if they have no job flexibility.

• Implement flexible working arrangements: Incorporate options such as remote work or flexible hours to accommodate employees who are unwell. This approach not only supports employee health but also aligns with modern work-life balance trends.
• Focus on mental health initiatives: Establish robust mental health programs that provide support and resources for employees. Recent research finds that, on average, there is a positive return on investment of around £5 for every £1 invested in mental health interventions in the workplace
• Evaluate and adapt policies: Continuously assess organisational policies to ensure they meet the evolving needs of employees. Use feedback and data analytics to drive improvements and foster an inclusive work environment.
• Promote a culture of trust: Encourage open communication and trust between management and staff, which can improve overall job satisfaction and retention.

“Our partnership with ifeel has catalysed a positive shift in discussing mental well-being at SCOR” 

– Sabrina Kruse, Head of HR EMEA & Group Head of Diversity, Inclusion and Engagement at SCOR, an ifeel partner company.

These strategies can transform the workplace into a dynamic environment that values health and flexibility, ultimately benefiting both employers and employees.

Challenges and considerations

In the quest to integrate job flexibility, organisations may encounter various challenges that require thoughtful planning and execution.

• Cultural shift: For many organisations, introducing flexibility requires a cultural shift that supports trust and accountability.
• Technology and infrastructure: Firms may need to invest in technology that supports remote work and flexible scheduling.
• Training and development: Training managers to handle flexible work arrangements effectively is crucial for success.

By anticipating these challenges, organisations can create robust systems that support flexible work environments and align with strategic goals.

Trust the leaders

At ifeel, we know that creating an environment where sick workers without job flexibility can thrive is not only vital for employee well-being but also represents a strategic investment in a company’s long-term success. For leaders, understanding the importance of in-house mental health programs and flexibility is key to navigating the challenges of a global workforce.

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 at work, 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 solution 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 on sick workers without job flexibility interesting. If you would like more information about our mental well-being solution for enterprises, simply request it and we will get in touch with your team as soon as possible.

When someone’s sick leave has been especially long, that is, several months, the isolation from work may have been so intense that resuming the activity needs a whole adjustment period. Read on to find out more.

Returning to work after sick leave 

It may be due to a physical health problem, prolonged maternity due to breastfeeding (which may sometimes have included a large part of the pregnancy), or even a sabbatical leave. The periods that distance us from our work can have different causes and, therefore, different durations. 

However, one of the most critical examples is to be found in the absences – especially if they are prolonged – due to a decline in our mental health. Although the situations can vary, general examples are leaves of absence due to anxiety, stress, or depression. Studies show that in the UK alone, the cost of absence to businesses is significant and is estimated at over £100bn per year. Moreover, an estimated 185.6 million working days were lost because of sickness or injury in 2022. Therefore, companies play a key role in preventing mental health issues and avoiding the increase in mental health sick leave from arising as they have a big impact on companies’ overall results.

“Mental and emotional well-being has always played a significant role for us and was never a topic we wanted to shy away from… a healthy mind is just as important to the wellbeing of employ­ees. We also know that investing in wellbeing helps reach employees their full potential and benefits both people and organization.“

– HR Interview with Kalina Pleil, People Operations Specialist at Labster

Different ways to experience your return

If all goes well and the method works, there comes a time when the employee will be returning to work after sick leave. 

Many people experience this moment as a return to everyday life after taking a break to care for themselves. However, many also experience it with a certain apprehension, fear, or stress at the prospect of not knowing how the return will affect them and what they will encounter once they return to work. 

Indeed, in those months, time has not stood still. Before returning to work after sick leave, we continued on our own for a while, taking care of our well-being or trying to do so. So has the company, whose activities have not stopped: work has continued, just as decisions have continued to be made and strategies devised, in this case without our direct involvement. 

When we return, a part of us puts the play button where the pause button was, but in reality, during this pause period, certain things have happened in the company that makes the scene different. 

How to support an employee who is returning to work after sick leave

To make things easier for both the individual and the team, companies need to have a strategy to support the employee in returning to work after sick leave. 

It does not have to be a complex strategy, nor must the support process be very long. It is enough to consider certain psychosocial risks that may hinder the return to work and specific measures to be taken to prevent and address them. 

Employees returning to work after sick leave may not be as productive as before, but by providing support, you are allowing them to recover fully. In the long run, it will benefit the employees’ performance and the company’s results. The following table outlines how HR Managers and Line Managers can help employees adjust to returning to work after sick leave:

John’s Return to Work

John returned after three months of mental health leave. Initially working part-time, he handled light tasks and took regular breaks. With support from his HR manager, Emma, and his line manager, Sarah, John used company mental health resources. Gradually, he increased his hours and responsibilities. Within two months, John returned to his full schedule, feeling confident and supported.

“Communication is an ongoing, day-to-day task, but it is undoubtedly a key element in working towards a common goal.”

– HR interview from Pilar Collado Puerta, Head of Talent Management and Laura Risquete Trigo HR Talente Development at González Byass

Worries about returning to work after sick leave

1. Laziness, loss of routine, lack of energy

The commitment between the employee and their tasks may have declined when the duration of their leave is prolonged due to the detachment from those same tasks, colleagues, the dynamics of the company in general. 

Part of the protocol that the company weighs for the return to work after a period of sick leave must consider this factor to reconstruct the cracks that may have surfaced between the employee and their role in the company. 

2. Fear of flux

It is common for an employee who has been out of the office for a certain period to fear that they may have become worn out or have lost their abilities and look clumsier than usual when returning to work after sick leave. 

Therefore, it is essential that this employee, accompanied by their manager or a colleague, has a minimum amount of time to evaluate the current state of their abilities in case it is necessary to take any training measures aimed at upskilling and reskilling. 

3. Fear of having their reputation undermined within the company

When returning to work after sick leave, especially if it is a prolonged absence due to a mental health problem, the employee is likely to be afraid of being less valued by their colleagues and superiors or of being fired when they return to work. 

The employee may fear being perceived as “weak” (with little ability to adapt to the demands of their position), as someone mentally unstable, and not to be relied upon for responsibilities. Or as someone who is selfishly taking advantage of their sick leave not to work, making some profit from it at the company’s expense. 

The corporate culture must convey the idea that the company values the psychological well-being of its employees and is here to help them take care of it, even if it requires them to take time off work to recover. 

In this way, employees should know that taking a leave of absence is not considered wrong by the company because there is a relationship of trust with the employees. We understand that if you do, it is because you need it to come back stronger, and we will support you in the process. Therefore, involving the team is good when someone returns to work after sick leave. Just as we welcome a new colleague when they arrive, we can welcome a veteran team member back to work after sick leave. 

Tips for returning to work after sick leave

We have outlined some basic tips for employees on returning to work after sick leave to make the process easier.

Mental well-being solutions for enterprises

At ifeel, we know that work should not disrupt people’s well-being, especially for someone returning to work after sick leave, as it can be difficult.

To assist in this process, our team of psychologists specialising in mental well-being has developed a mental well-being program for companies aimed at helping companies enhance employee engagement and boost productivity.

This collaboration allows HR managers to receive personalised, data-based advice on the most effective measures for detecting employee mental health issues and assessing the workplace climate. It’s the best way to understand their needs.

Moreover, ifeel’s corporate mental well-being solution offers employees a structured mental health care service tailored to their needs at any given time.

We hope you found this article on returning to work after sick leave interesting. If you want more information about our mental well-being solution for companies, simply request it, and we will contact your team soon.

Key considerations for managing Christmas stress at work: Two perspectives

Effectively managing Christmas stress at work involves understanding employees’ and HR leaders’ different needs and perspectives. By recognising these viewpoints, organisations can implement strategies that support everyone during the holiday season. Studies show that 3 in 10 Brits claim their mental health takes a complete ‘nosedive’ over the Christmas period. Here are some key considerations both employees and leaders should take into account before the Christmas period.

Employee perspective

HR leaders perspective

Evaluation of the effectiveness of Emotional Support through the Kessler Psychological Distress Scale (K6) 

Discover the power of emotional support in reducing anxiety and depression symptoms with the latest insights from our Kessler Psychological Distress Scale (K6) evaluation. This study measures the effectiveness of ifeel’s Emotional Support (ES) service, showing significant improvements in patients’ well-being over time. The results revealed a 15.63% reduction in distress symptoms in just three weeks, and the evidence is clear: Emotional support helps patients achieve their treatment goals faster.

Want to see how emotional support can benefit your team? Download the full report now and explore the proven impact on mental health and workplace productivity.

Continuous support for mental well-being

Beyond the festive season, continuous support for mental well-being is essential throughout the year. By implementing regular well-being programs and providing access to mental health resources, organisations can create a resilient workforce better equipped to handle stressors.

This includes offering workshops on stress management, maintaining a flexible work environment, and providing ongoing access to counselling services. Such initiatives not only reduce Christmas stress at work but also contribute to long-term employee satisfaction and productivity.

Protecting mental well-being in organisations

At ifeel, we do not want Christmas stress at work to affect your team members. It is important to avoid any negative impact on their psychological well-being inside and outside of work. 

To facilitate this process, we encourage you to download our Psychosocial Risk Factors template to prevent mental health problems at work. You will be able to identify and efficiently address the relationship between psychosocial risks and mental health at work, promoting your employees’ well-being and your company’s productivity. Download the template now and improve your work environment!

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 on Christmas stress at work 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.

How are you, as leaders, preparing to address and mitigate Christmas anxiety within your teams?

What causes Christmas anxiety?

Christmas anxiety results from several factors, including disorganisation, high workloads, and the pressure of social expectations. In the workplace, these factors might translate into tight deadlines, ineffective communication, and task overload, all of which can exacerbate stress and negatively impact mental health. Addressing these causes is crucial to mitigating Christmas anxiety. Research by Mental Health UK revealed the most common struggles the public feel during the festive period include feeling overwhelmed (15%), anxiety (12%) and tiredness (12%).

Strategies to manage Christmas anxiety

1. Prioritise tasks: Focus on essential tasks to reduce Christmas anxiety and ensure more time for relaxation.

2. Delegate: Share responsibilities to prevent being overwhelmed and to alleviate Christmas anxiety.

3. Set boundaries: Recognise your limits to manage Christmas anxiety and avoid excessive commitments.

Year-round strategies for preventing Christmas anxiety

Preventing Christmas anxiety is not just a seasonal task; it requires a year-round approach to create a resilient and supportive work environment. By focusing on continuous well-being and strategic planning throughout the year, organisations can significantly reduce the pressures that lead to Christmas anxiety.

Efficacy of Guided Interventions for Anxiety

Unlock new insights on anxiety management with our latest study on the Efficacy of Guided Interventions for Anxiety. This report evaluates the impact of the Anxiety Guided Path on users, showing a 17.14% decrease in anxiety levels after just four weeks. Whether participants engaged in virtual support, emotional assistance, or video therapy, the results are clear: anxiety significantly decreases across all groups, with the most anxious individuals experiencing the greatest relief.

Want to learn more about reducing anxiety in your team? Download the full report now and discover how guided interventions can help enhance well-being and productivity in the workplace.

The Role of mental well-being solutions in large enterprises

Implementing robust mental well-being solutions in large enterprises is crucial for fostering a healthy workplace environment and mitigating issues like Christmas anxiety. These solutions provide structured support systems that consistently address employees’ mental health needs throughout the year. By offering services such as emotional support, stress management workshops, and mental health awareness programs, large enterprises can equip their workforce with the tools necessary to handle stressors effectively.

Moreover, these solutions play a significant role in reducing mental health-related sick leaves and absenteeism. When employees have access to timely and effective mental health support, they are less likely to take time off work due to stress or anxiety. This maintains productivity levels and reduces costs associated with temporary replacements and lost work hours. Additionally, a proactive approach to mental well-being can lower the overall healthcare costs for the organisation by preventing more serious, long-term health issues. As a result, mental well-being solutions serve as a strategic investment, empowering employees to maintain their mental health, balance work pressures, and navigate the holiday season with resilience.

Protecting mental well-being in organisations

At ifeel, we do not want the Christmas spirit to become a source of work anxiety for your team members. It is important to avoid any negative impact on their psychological well-being inside and outside of work. 

To facilitate this process, we encourage you to download our Psychosocial Risk Factors template to prevent mental health problems at work. You will be able to identify and efficiently address the relationship between psychosocial risks and mental health at work, promoting your employees’ well-being and your company’s productivity. Download the template now and improve your work environment!

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 on Christmas anxiety 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.

This final review often creates a challenging period for companies, especially for managers and HR departments, who face increasing pressure to meet the expectations set at the beginning of the year.

This intensified pressure can increase work-related stress in Q4 by impacting employees in the operational trenches and those in senior management.

In this context, the ability to manage this pressure appropriately is crucial, as it not only affects mental health at work, but can also influence an organisation’s ability to retain talent in companies effectively.

The impact of work-related stress in Q4

Companies often experience a significant increase in workload during Q4. This is due to the need to wrap up projects, meet aggressive targets, and finalise financial reports before the end of the year.

This increase in work demands can also lead to increased work stress in Q4, which, if not managed properly, can affect employees’ well-being and productivity.

In fact, according to APA studies, 44% of women and 31% of men experience work-related stress in Q4, which can lead to physical and mental health problems if not addressed appropriately. Companies must adopt effective strategies to manage work-related stress in Q4 and promote a healthy working environment.

Reducing work-related stress in Q4: How can enterprises provide support?

The last quarter of the year is a critical period when workload tends to increase, triggering symptoms of stress at all levels of the organisation. In this sense, leaders and managers play a key role, as companies must implement effective strategies to minimise work-related stress in Q4 and promote solid well-being at work.

If this is not done, the consequences are clear: the pressure to meet annual targets can affect both employees and managers, compromising mental health at work and, therefore, talent retention in companies.

Here are some business strategies that can be implemented to avoid this catastrophic scenario:

Establish a work-life balance

Promoting an environment where employees can set healthy boundaries is vital. Encouraging a culture of respect for personal time and reducing unnecessary overtime can improve overall well-being.

Implement flexible working arrangements

Adapting hybrid or remote working arrangements can ease the burden of commuting and provide a necessary change of environment. This not only reduces work-related stress in Q4 but can also increase productivity.

Planning ahead

Planning annual activities well in advance allows teams to meet their objectives more relaxed. Avoiding the last-minute backlog of tasks is crucial to reducing anxiety and stress.

Set reasonable goals

Setting achievable goals for the coming year is important, considering both professional development and personal fulfilment. This ensures that goals are pragmatic and balanced.

Celebrate the year’s achievements

Organising a year-end event to recognise employees’ achievements can reinforce a sense of belonging and motivation. These events should include recognition, prize draws and group activities that strengthen team cohesion.

“Our value “We Trust in Trust” is based on several fundamental pillars. Moreover, leaders strive to provide an environment of support, trust, and professional development, offering constructive feedback and opportunities for growth.”

– Lisa Porres, Chief People Officer at Spotahome.

Encourage open communication

Creating an environment of psychological safety, where employees feel safe to express their concerns, is essential to identify and address sources of stress. This not only improves mental health at work, but also strengthens the relationship between employees and management.

Implementing well-being solutions

Establishing well-being programmes that include physical activities, stress management workshops and access to mental health services can be very effective. Providing a supportive environment can significantly improve the work environment.

Strategies to manage stress

Companies can also encourage their employees to adopt personal strategies to manage work-related stress in Q4. These techniques, although personal, can be promoted through organisational workshops or seminars for employees and managers by well-being experts such as ifeel psychologists:

By implementing these strategies, companies improve the mental health of their work teams and ensure a healthier and more collaborative working environment, crucial for closing the year successfully and starting the new one with renewed energy.

Trust the leaders in mental well-being

At ifeel, we know that work-related stress in Q4 is a common challenge for many organisations, but with the right strategies, it is possible to mitigate it and promote optimal well-being at work to ensure a successful transition into the new year.

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 on work-related stress in Q4 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.

How can your organisation better support work-family balance to drive both employee well-being and business success?

Work-family balance: is it impossible?

Unfortunately, for some people, it is not always because of an inability to organse themselves but because, aside from personal issues, they sometimes work in companies that have not yet understood the importance of work-family balance for the company’s well-being. 

The good news is that more and more companies are taking on board the legitimate need of their staff members to achieve a work-family balance. This is a corporate movement that goes hand in hand with individual responsibility: increasingly, people are giving work-family balance the value it deserves and are concerned about acquiring better tools to achieve it. 

The benefits of work-family balance: Insights for HR leaders

A well-executed work-family balance strategy can deliver substantial benefits for both employees and employers:

• Strengthens talent retention: Organisations with robust work-family balance programs save costs associated with high turnover and attract top talent.

• Reduces stress and anxiety: Employees feel empowered and less overwhelmed, knowing they can attend to personal matters without jeopardising work responsibilities.

• Increases employee commitment: Employees who feel supported are more loyal and invested. A study by Stanford economist Nicholas Bloom found that hybrid work schedules, where employees work from home two days a week, led to a 33% reduction in employee resignations and maintained productivity levels

• Fosters a positive work environment: Employees who are less stressed contribute to a happier, more collaborative workplace, which enhances team cohesion.

3 key points to improve your work-family balance

mproving work-family balance requires thoughtful and strategic action. HR leaders can take the following three practical steps to support employees in achieving a more harmonious integration between work and personal life.

HR leaders can foster a healthier and more productive work environment by understanding the root causes of imbalance, empowering employees with flexible work arrangements, and treating work-family balance as a strategic initiative. Implementing these strategies can lead to sustainable benefits for both employees and the organisation as a whole.

Supporting companies that value family reconciliation

At ifeel, we understand the importance of fostering work-family balance in the workplace to boost employees’ mental well-being and the organisation’s overall success.

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 on work-family balance interesting. If you would like more information about our mental well-being solution for companies, just ask us and we will get in touch with your team as soon as possible.

As HR leaders and decision-makers in large enterprises, you have the unique opportunity to shape a culture prioritising employee well-being. Implementing effective work-life balance strategies not only supports the health and happiness of your workforce but also enhances organisational efficiency and talent retention. This article delves into various strategic initiatives, such as flexible work policies and well-being programs, that can be integrated into company practices to foster a supportive environment.

The question for you as leaders is: How will your organisation take the lead in establishing and nurturing a work-life balance that empowers your employees and drives sustained success?

How can we find a work-life balance?

Achieving a work-life balance is crucial for employee well-being and productivity. While there are numerous strategies and techniques that employees can employ to find this balance, it’s often the small, daily actions that can make a significant difference.

What role do companies play?

Companies play a crucial role in implementing initiatives to help employees have a balance between work and their personal lives. Companies must encourage employees to implement these practices in their daily routines so they do not face stress or burnout. Here are some tips for managers and HR managers:

• Flexibility: The HR department can implement flexible policies, such as flexible working hours or remote work days. We can also foster a culture that values and respects employees’ personal time.
  
• Implement initiatives to reduce stress: Well-being programmes can be introduced that include mindfulness sessions, fitness programmes, counselling, and stress management resources. These initiatives contribute to a healthier and more balanced work environment. You can find additional help in this resource created by ifeel’s occupational health psychologists, where you can learn how to identify work-relates stress.
  
• Foster a supportive culture: By organising open communication sessions, promoting mental health awareness, and providing confidential resources, we can create an environment where employees feel comfortable sharing their challenges. By listening to others, employees can also find different strategies to help them achieve a work-life balance.
  
• Measure the effectiveness of work-life balance initiatives: HR managers can implement regular job satisfaction surveys, assess turnover and absenteeism rates, and conduct individual follow-ups to evaluate the impact of our initiatives on employees’ quality of life.

The Right to Switch Off: Protecting work-life boundaries

The UK’s “Right to Switch Off” proposal is a policy initiative to protect employees from the constant pressure of being available outside working hours. It seeks to address the blurred boundaries between work and personal life, especially exacerbated by remote work and digital communication. Inspired by laws in France and Belgium, the UK aims to reduce stress and burnout, promoting a healthier work-life balance. The proposal may require companies to develop customised policies in consultation with employees, potentially evolving into enforceable legislation.

For more details, visit the full article here.

Flexibility at work: key to work-life balance

Flexibility in the workplace is no longer a luxury; it has become a necessity for large enterprises aiming to attract and retain top talent. As HR leaders, embracing flexibility in your organisation can drastically improve employee well-being, reduce stress, and enhance overall job satisfaction. Here’s how flexibility at work can be structured effectively and the benefits of implementing it:

Increased productivity: Studies have shown that employees who have control over their work schedules are often more productive. Flexibility allows individuals to work during their peak performance hours, leading to higher efficiency.

Reduced absenteeism: Flexible work policies can significantly decrease absenteeism rates. Employees who have the option to work remotely or adjust their hours can better manage personal responsibilities and are less likely to miss work.

Higher employee retention: Companies that offer flexible working arrangements tend to have lower turnover rates. Flexibility is a key factor for job satisfaction, especially among younger workers and parents.

“Over time I have learnt that people give back to the company the exact measure of what is entrusted to them, whether in terms of autonomy, training, development opportunities or support, both professionally and personally.“
– Vasco Armés, Head of Human Resources at PERI Iberia, an ifeel partner company.

Actionable steps and a quick checklist for HR leaders

To help you translate these strategies into tangible outcomes, here is a quick checklist:

1. Audit current practices: Conduct an internal audit to identify high-stress areas in the company.

2. Survey employees: Regularly collect feedback on work-life balance needs and preferences.

3. Implement flexible policies: Tailor initiatives based on feedback.

4. Evaluate impact: Measure the success of work-life balance programs using metrics like employee satisfaction, absenteeism, and productivity.

Mental well-being for organisations

At ifeel, we know work-life balance is critical for employees’ mental well-being. It allows them to divide their time according to their needs and therefore perform the best they can when they do. Finding this balance is not always easy, therefore companies play a strong role in implementing initiatives to help employees achieve this.

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 work-life balance 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.