search.noResults

search.searching

saml.title
dataCollection.invalidEmail
note.createNoteMessage

search.noResults

search.searching

orderForm.title

orderForm.productCode
orderForm.description
orderForm.quantity
orderForm.itemPrice
orderForm.price
orderForm.totalPrice
orderForm.deliveryDetails.billingAddress
orderForm.deliveryDetails.deliveryAddress
orderForm.noItems
MENTAL HEALTH, STRESS AND WELLBEING


STAY CONNECTED


The COVID-19 pandemic has changed the way many organisations operate, with more people than ever now working from home or working alone, away from colleagues. Working processes have therefore had to change and adapt to the new circumstances we face, to ensure employees are protected and safe.


However, research has shown many employees are struggling with their mental health, which is impacting their overall wellbeing, indicating that more measures need to be implemented in order for staff to feel supported within the workplace.


Employees have had to adapt and make a new workplace at home, creating new working environments. The lack of face-to-face interaction means workers can have reduced contact with other colleagues, which can heavily contribute towards feeling isolated.


Combined with this, many people may struggle with different living situations. Some may have to keep young children occupied whilst also trying to work, others may live alone. It’s therefore important that organisations take employees’ personal circumstances into consideration when implementing measures to protect workers.


Employers have a Duty of Care towards their lone working employees, whether they are in the community or at home. In fact, the 2020 HSE report on how to manage the risks of working alone, states that an employer has the responsibility for the health and safety of employees who work from home.


The use of online meeting technology, such as Microsoft Teams or Zoom, can encourage more social interaction. However, in order to support and promote employee wellbeing, organisations need to implement measures to understand when additional


36


As staff working from home struggle with changes to their working patterns and higher levels of stress, employers should turn to technology in order monitor and promote wellbeing, says Vismo.


support is required. An app-based solution could be used for this.


The Vismo App has a wellbeing tile, meaning employees can go onto the app and press how they are feeling such as ‘Good’, ‘OK’ or ‘Not Good’. The options and wording are fully customisable by the organisation. An employer can decide the next steps if their employees are not feeling good, this could include encouraging employees to call a helpline or request a follow-up action. Employees can opt to be anonymous if they wish.


Vismo CEO Craig Swallow said: “Since COVID-19 lockdowns started and working from home (WFH) increased dramatically, feedback has shown that while there are benefits to WFH and other remote locations, there are downsides too.


“The upsides include not having to commute, a feeling of freedom and choice of which hours to work, and in some cases increased productivity.


“The downsides revolve around mental and emotional stresses associated with being isolated from colleagues, trying to work among the distractions of children – including home schooling, sharing accommodation with flatmates, having a restricted workspace or being alone much or all of the time, and decreased productivity.”


Employers who implement measures to manage and reduce risks to employees do tend to achieve multiple cost and risk reduction benefits. By protecting employees, this can improve general wellbeing and happiness which in turn is likely to lead to an increase in productivity. Arrange a demonstration to understand how Vismo can help you better protect your employees


https://vismo.com/arrange-demo www.tomorrowshs.com


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62