the implementation of wellbeing policies, providing practical guidance to ensure consistent implementation. Senior managers and the


leadership team are crucial role models and should walk the talk with respect to wellbeing initiatives. Leadership has the authority to make wellbeing a strategic priority and embed it in organisational culture. But, on a day-to-day basis, it is the line managers who have responsibility for managing wellbeing and they can spot early warning signs where poor wellbeing may have taken hold. Management style is an important contributor to wellbeing; thus it is crucial that line managers are able to prevent or reduce stress at work. OH practitioners should work


closely with HR, line managers and leadership teams to ensure that wellbeing is understood and that there is shared responsibility for its implementation in the workplace. As the CIPD points out, it is


not just the senior management, HR and OH personnel in an organisation who are responsible for wellbeing. Employees must also take responsibility for looking after their wellbeing. They can only benefit from organisational interventions if they participate in them and engage in self-care activities both inside and outside of work. Organisations can help to promote self-care through a strong communications programme to explain how employees can access available support and benefits.


EMPLOYER PRACTICE Aon’s latest Global Benefits Trends Survey** indicates that organisations are placing a focus on health and wellbeing in their provision of benefits. Health, pension, risk benefits, preventative programmes and wellbeing are the top five benefits provided. Interestingly, the survey finds that employees value, in descending order, health, annual leave, work life balance, pension, and career development as key benefits.


19


While it is good to see that


employees do value benefits that contribute to overall wellbeing, this does potentially raise


the


question as to whether the content of wellbeing programmes offered by employers is recognised by employees. Given that employers want to offer benefits that are valued by their workers, it might be that clearer communications are


needed to ensure that


employees understand the value and relevance of wellbeing in their working lives.


GLOBAL MOBILITY MINI FACTSHEET: WORK-LIFE BALANCE


FURTHER READING


* Wellbeing at work. CIPD. Available from here.


** Global Benefits Trends Survey 2025. Aon. Available to download from here.


Work-life balance


Maintaining a good balance between work and family life is important for health and wellbeing. International assignees often find themselves having a poorer work- life balance than before accepting their posting. Interventions are needed to mitigate this problem.


POOR CULTURAL ADJUSTMENT International assignees’ work-life balance can be affected by the inability to adjust and adapt to the new culture. If they find themselves unable to cope culturally, they may be unable to trust their subordinates and delegate work to them. This can lead to taking on far more duties themselves, leading to long hours of work and greater pressure. This


can lead to stress because assignees are trying to reach targets in an environment they are finding difficult to operate in. In time, this can lead to burnout.


LIMITED LEISURE TIME Conference calls that take place outside normal working hours due to time zone differences, scheduled for the convenience of operations in other parts of the world, can lengthen the assignees’ working day. Assignees often find themselves unable


to take their full leave allowances. This is usually because they are undertaking a more demanding job but the problem is exacerbated if they have not been able to forge good working relationships with subordinates due to cultural differences.


LOSS OF SOCIAL CONTACTS International


assignees typically


experience a loss of social contacts. They leave extended family and friends behind. Those undertaking single status assignments, in particular, can suffer from loneliness. Solos who have not have not made new friends can find themselves with little else to do but work, creating poor work-life balance.


WORK & FAMILY LIFE SPILL-OVER Assignees typically experience greater spill-over between work and family life and vice versa than employees working in a domestic context. This is because the assignee and family often live close to the work site and have a local social life that revolves around work contacts. Spouses/partners who are unable to work and children who are trying to adapt to new schools can put pressure on assignees and affect their ability to focus well in the workplace. What goes on in the workplace gets


carried back to the family and what happens in family life is transferred across into the assignees’ work life. This spill-over blurs the boundary between home and work life, creating poor work-life balance.


ORGANISATIONAL SUPPORT Cross-cultural and language training are critical to help assignees manage local staff more effectively. Assignees must be encouraged to take up training offered although, ideally, it should be mandatory. By delegating where possible, assignees’ working time can be reduced, facilitating take-up of necessary leisure time. Mentoring can assist assignees to operate more effectively. Organisations should ensure that


conference calls/meetings are scheduled such that assignees are not expected to work outside of normal local working hours due to time zone differences between meeting participants. Local rest days and public holidays should be respected. Assignees should be encouraged to


take their full leave allowances and any rest and relaxation leave offered in policy. Networking and buddy systems


can help build social relationships for assignees, spouses/partners and children.


DOWNLOAD


Download our Mini Factsheets in our Health & Wellbeing series at thinkglobalpeople.com


To access the Mini Factsheet series visit thinkglobalpeople.com and find out about events, webinars and podcasts. Contact us info@thinkglobalpeople.com


For comprehensive information on managing Global Mobility visit our sister website relocateglobal.com


relocateglobal.com |


thinkglobalpeople.com


GLOBAL LEADERSHIP WELLBEING


© 2024: Relocate Global & Think Global People


GLOBAL LEADERSHIP MINI FACTSHEET: STRESS & STRESS MANAGEMENT


Stress & stress management


The effect of stress on employees’ physical and mental ill-health is major cause of workplace absence and loss of productivity. It also has serious consequences for individuals’ personal lives and wellbeing.


Understanding stress and taking action to reduce it is a key leadership responsibility.


DEFINING STRESS Stress results from a person’s response to a disturbance producing strain within the individual. People experience stress when their attempt to manage problems, taxes or exceeds their coping mechanisms. This eventually damages their physical and emotional stability creating ill-health. Stress is experienced individually; what is stressful to one person might simply just be a challenge to another. When an individual experiences a


threat, the body’s defence mechanisms become active. This is triggered by the sympathetic nervous system. The body releases hormones that prepare for the “fight or flight” reaction. Once the threat has been countered, the parasympathetic nervous system engages to return the individual to the equilibrium/steady state. If the individual is unable to cope


with the threat, they will remain in a heightened state


of anxiety with the


hormones that trigger the fight/flight reaction remaining highly active. If the stress continues long-term beyond the individual’s ability to cope, their defence mechanisms cannot work effectively. It is this heightened state for long periods that can be damaging to health.


COPING STRATEGIES The most effective coping strategies are built upon the fight/flight reaction. This reaction is inherent to protect us from danger. For example, our ancestors facing a dangerous wild animal would fight or flee. Today, physical exercise can act naturally as an adjuster/coping mechanism to return to a steady state. Relaxation such as escape to a calm environment can also act as a helpful coping mechanism.


STRESS SYMPTOMS Behavioural symptoms include irritability, difficulty in making decisions, suppressed anger, concentration difficulties, and the inability to finish one task before rushing to another. People can feel targeted, threatened, tearful and/or constantly tired. If action is not


taken through


engaging appropriate coping mechanisms, symptoms such as indigestion, insomnia, headaches, nausea, and skin conditions can result. These can lead to serious physical and mental ill-health. Conditions include high blood pressure, heart digestive disorders, and depression.


problems,


INTRINSIC WORK STRESSORS Intrinsic factors in the workplace that cause stress include: poor communication, long hours, long commutes, inefficient technology, work overload and poor work-life balance. Role ambiguity/conflict, poor work


relationships and having responsibility without authority are further stressors. Job insecurity, a lack of career development, and poor performance appraisal are additional factors. Participation, decision-making and a


sense of control all play a part in stress at work. There is higher stress-related ill-health absence amongst factory floor and production line workers than among


senior management, primarily because lower-graded workers have no, or very little, sense of control.


WORKPLACE STRESS MANAGEMENT INTERVENTIONS Leaders must take action to reduce workplace stressors. Flexible working can help people balance their work and family life. Access to flexible benefits, including sponsored gym membership and the ability to trade pay for additional holiday, is helpful. Good communication, performance


and career management systems, and participation and engagement initiatives must be instituted.


To access the Mini Factsheet series visit thinkglobalpeople.com and find out about events, webinars and podcasts. Contact us info@thinkglobalpeople.com


For comprehensive information on leadership and managing global mobility visit our sister website relocateglobal.com


relocateglobal.com |


thinkglobalpeople.com


© 2024: Relocate Global & Think Global People


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