What is work-life balance?

Work-life balance is about dividing time and energy between professional and personal responsibilities in a way that feels sustainable and fulfilling. It’s about managing time effectively across both spheres to enhance quality of life, and this may be different for each individual. Some find balance by working flexible hours, while others prefer clear boundaries between office and home. The rise of remote work and digital burnout can disrupt this balance, as technology blurs the lines between our work and personal lives. However, there are simple steps you can take to improve work-life balance.

Why is work-life balance important?

A well-balanced lifestyle can significantly improve mental and physical health and reduce the risks associated with chronic stress. This lifestyle also fosters greater productivity and job satisfaction which benefits both employees and organizations. According to the American Psychological Association, 92% of workers said it is very (57%) or somewhat (35%) important to them to work for an organization that values their emotional and psychological well-being.¹

Let’s explore 8 work-life balance benefits.

A balanced approach to work and life offers many benefits that might surprise you. Let’s explore some of these in detail:

A balanced life provides a foundation for long-term health.

A balanced lifestyle supports habits that help us stay healthy over the long haul. With a better work-life balance, there’s more room in the day for physical activities and healthy habits. This includes time for exercising, cooking healthier meals and focusing on sleep–all of which boost immunity and let our minds and bodies recharge. By focusing on these healthier choices, we create a foundation for a longer, more fulfilling life. This sustainable approach allows us to thrive, both personally and professionally. 

Better balance can reduce stress and improve mental health. 

According to Mental Health America, 81% of workers report that workplace stress affects their mental health.² When we manage our time well and meet our personal needs, our mental health improves and anxiety becomes more manageable. Lowering stress helps buffer us against depression and burnout.

A balanced lifestyle boosts workplace productivity.

Employers may be pleased to learn that a balanced lifestyle boosts productivity. Employees who are not overworked are more focused and efficient. When employees are well-rested, they also generate more innovative ideas and solutions, which can result in better organizational performance. 

Clearer thinking can lead to smarter decisions.

Cognitive clarity is another unexpected benefit. Decision-making processes become more refined and thoughtful when work pressures are not overwhelming. Our mental sharpness is crucial in both professional and personal settings. Smarter and more informed decisions lead to better organizational outcomes and opportunities.

Building stronger relationships with loved ones supports well-being.

Spending quality time with family and friends is integral to personal fulfillment. Work-life balance ensures our relationships remain strong and nurturing. These connections are vital for happiness and stability, contributing to a more fulfilling life experience.

Increased job satisfaction and engagement result from a healthy balance.  

Employees who enjoy a better balance report greater job satisfaction, which enhances employee engagement and loyalty. A satisfied workforce tends to be more committed, which can help reduce turnover rates and foster a positive workplace culture. 

Balance is an effective approach to preventing burnout.

Burnout is a huge concern for today’s workforce. By proactively setting realistic expectations and recognizing limits, organizations that promote work-life balance can help avoid the crippling effects of burnout, safeguarding workers’ long-term health and career longevity.

Setting boundaries promotes a healthier lifestyle.

Establishing work-life boundaries nurtures a healthier lifestyle. It encourages better time management and allows people to disconnect from work when necessary. These boundaries are critical for maintaining equilibrium, allowing us to recharge and enjoy life outside of work commitments.

How does work-life balance benefit everyone?

When we live with balance, it benefits not only us but also our families, friends and workplaces. Organizations that support balance foster a happier, more productive environment that strengthens everyone. Employers can play a role by respecting personal time and promoting well-being as a core part of their culture.

The importance of work-life balance can’t be overstated. With benefits like improved mental health and productivity, balance is something both individuals and organizations should prioritize. If you’re ready to start building balance, consider how to bring these insights into your daily life and workplace.

WebMD Health Services can help you support the well-being of your entire workforce. Contact us to explore how balanced practices can transform your workplace.

What is employee engagement?

Employee engagement is the degree to which an employee is emotionally, cognitively, and behaviorally invested in their work. Simply put, engagement is the deep connection to work and a sense of purpose that creates extra energy and commitment. And it’s key to fostering a healthy workplace culture. 

People often confuse employee engagement with job satisfaction. Engagement is much more than that. It’s that burst of energy you feel when you are truly engaged in work—not about how satisfied you are while you’re there.

12 ways to improve employee engagement in the workplace

Now that you know what employee engagement is and how to measure it, here are 12 strategies to improve employee engagement at your organization.

1. Provide regular feedback to employees. Develop a consistent process for giving feedback (timely, specific and actionable) that helps employees see a clear path for their own professional development. Include both positive and constructive suggestions that enable an employee to grow and develop.
2. Make the connection between individual roles and the mission of the organization. Employees must be able to see how their individual job contributes to the larger organization. Encourage managers to to clearly and consistently communicate how employees’ individual work contributes to achieving the company’s greater mission and purpose.
3. Encourage leaders to be active role models of engagement. Leaders must be honest communicators and act as examples for others to create an engaged workforce. For example, leaders can act as role models by supporting and being personally involved in initiatives throughout the company. It’s important that employees believe in their leaders and the direction of the company to improve overall engagement.
4. Provide the right tools and resources. Consider an employee engagement solution, tool, or platform like TINYpulse by WebMD Health Services that allows employees to report and track their engagement. Using a tool or program helps drive engagement by demonstrating to employees that engagement is an organization-wide priority.
5. Be intentional about building culture. Conduct a culture audit to understand what aspects of your culture  support well-being and engagement and which aspects might be detracting from it. Make sure that your culture strategy aligns with your business strategy. 
6. Create a culture of recognition. A survey by Achievers revealed that 69 percent of employees cited ‘recognition and reward’ as a motivation to stay at their current job. Regularly acknowledging employees and offering tokens of appreciation can help build this culture of recognition..
7. Show you care about the whole employee. Be sure to emphasize to employees that you value their well-being—not just because good well-being can enhance their contributions to the workplace, but because you value them as people outside the office, too.
8. Support a healthy lifestyle. Well-being is inextricably linked to engagement. Provide employees with access to the necessary tools and support for maintaining health across all the dimensions of well-being–physical, mental, social connections and financial wellness. Consider offering a well-being platform like WebMD ONE to help create a culture of well-being.
9. Support managers. Managers account for up to 70% of variance in employee engagement. Many employees even say their immediate manager matters more than C-suite leadership when it comes to well-being support and engagement. So support managers by giving them the training and tools to nurture engagement across their teams.
10. Dedicate time for teams to openly discuss ideas on how to function better as a team. Create a shared norm of providing encouragement and support for peers with some fun competition, without pressuring each other. Create a psychologically safe learning environment where all employees can try new things together without the fear of being reprimanded for failure.
11. Offer interaction and collaboration across teams. Help employees see themselves as part of something larger and create connections between individuals who would not normally meet across their usual day-to-day. Use social networks to report engagement successes and barriers to the organization.
12. Create workspaces that feel positive and energizing. Some things to consider include setting your hybrid or remote team up for success by offering a home office stipend. Encourage all workers to spend time outside each day to recharge. Allow in-office workers the freedom to make their spaces their own.

How to measure employee engagement

To improve employee engagement, you need to first know how to measure it. Collecting consistent and honest feedback from employees will give you the data you need to calculate your organization’s engagement score. Science-backed surveys and anonymous communication tools can help leaders discover the areas that matter most to employees, so they can focus on the actions that will make the greatest impact on overall culture. Engagement and feedback software, like TINYpulse by WebMD Health Services, lets managers create effective communication channels with employees using employee recognition tools, anonymous surveys, advanced reporting, one-on-one meeting insights and more. 

Even the best companies struggle with employee engagement. Yet it is possible to improve engagement by offering consistent employee recognition, the opportunity to provide feedback, a connection to the organization’s larger purpose, support for managers and a commitment to employees’ total well-being. 

Are you ready to improve employee engagement? Contact us at connect@webmd.net to learn how TINYpulse by WebMD Health Services can help or request a demo today.

The American Psychiatric Association revealed that 73% of U.S. adults are feeling anxious about the upcoming election.¹ With a constant barrage of news and information, especially from social media, it’s not surprising. Talk of politics is something that was once taboo at work, but in our current politically charged environment it has a way of seeping in. Political discussions at work can ratchet up stress and anxiety, strain professional relationships, decrease productivity and negatively impact company culture.

So how can we approach this election season at work with a well-being mindset?

There are ways that your organization can help employees cope with the uncertainty and stress of the election while maintaining a workplace environment where employees feel respected for their diverse opinions. Here are some ideas…

What leaders and managers can do.

Model appropriate behaviors. Employees look to leaders as role models who show respect for diverse opinions; engage in respectful, healthy dialogue; avoid making inflammatory or derogatory remarks; and set healthy boundaries for themselves and others.

Create guidelines for how teams should communicate with each other. Examples of ground rules might include:

• Listen actively, be respectful and show grace when others express their views.
• Approach differing viewpoints with curiosity rather than judgment.
• Practice benefit of the doubt.
• Embrace the discomfort of difficult conversations.

Practice psychological safety. Psychological safety—which means employees feel safe speaking up, sharing opinions, and disagreeing openly without fear of negative repercussions—is important in the best of times, and even more important in times of turmoil. Urge managers to practice psychological safety within their teams so people feel included and comfortable bringing their authentic selves to work.

Check in with employees. During one-on-ones or at the beginning of team meetings check in on employees’ emotional well-being. Ask people how they are feeling, validate those feelings and ask what resources or actions would help.

Have a plan. Convene the leadership team now to craft a unified message for how the organization will respond (or not) to events both pre- and post-election.

What HR can do.

Know company policies. Be familiar with organizational guidelines regarding political speech or activity in the workplace and communicate them to employees.

Foster a culture of respect. Regularly reinforce the importance of mutual respect and professionalism. Recognize and reward instances of employees who have navigated difficult conversations well.

Communicate policies around voting. Many organizations offer time off or flexible work schedules to allow employees to vote in their communities. This is a good non-partisan way to support the overall voting process. Be sure employees know what’s available to them and encourage them to exercise their right to vote.

Offer training. Both pre- and post-election, HR can offer workshops on respectful communication and conflict resolution, or augment current trainings to include scenarios related to political discussions in the workplace.

Create safe spaces. Designate neutral areas where employees can take breaks from potentially stressful conversations. Consider offering meditation or quiet rooms. Ensure employees have a way to report concerns confidentially. Employee Resource Groups (ERGs) are another way to give employees a safe place to express their views and concerns.

Remind employees of support resources. Employees experiencing election stress and anxiety should know about mental health counseling services or Employee Assistance Programs (EAPs) you offer.

What employees can do.

Set healthy boundaries. It’s important to limit exposure to election news and social media, or come up with some rules around consumption—for example, twice a day or only at lunch time. Employees can also decide in advance how much they’re willing to engage in political discussions at work, and practice polite ways to disengage from uncomfortable conversations.

Practice self-care. Prioritizing sleep, exercise, and healthy eating habits can boost physical health during a stressful time. Stress-reducing activities like short walks, meditation, yoga, or deep breathing exercises are also good ways to engage the parasympathetic nervous system, our internal calming mechanism.

Focus on what can be controlled. As with any stressful situation, it helps to focus on what’s within employees’ control and channel energy into productive actions. These might be hobbies or community activities that take people’s mind off the election, or activities that are directly related—like exercising the right to vote and encouraging others to do the same.

Seek support when needed. Sometimes stress and anxiety can get out of control. That’s when it’s important for employees to reach out to trusted friends or family members or seek counseling from a professional through the EAP or other mental health resource.

Maintain professionalism and find common ground. Encourage employees to look for shared values or concerns. Redirect conversations to work-related topics when necessary. Above all, remind employees that their primary relationship with colleagues is professional, not political.

At a minimum, it’s helpful for leaders, HR and employees alike to acknowledge the shared experience of living through a challenging time. And, remember that most people have good intentions, even if our views differ.

WebMD Health Services can help create and foster a culture of empathy and understanding that increases employee engagement and results in happier, healthier employees. Contact us at connect@webmd.net for help.

When it comes to women’s well-being in the workplace, employer and health plan benefits and programs have traditionally focused on the childbearing years—for example, maternity leave, fertility assistance, child care, and even breast milk shipping services. But there is little support for another critical phase of a woman’s life—the years leading up to menopause, called perimenopause, and the post-menopausal years.¹

Every woman will experience menopause, which marks the end of a woman’s menstrual cycle—usually between the ages of 45 and 55. These years preceding a woman’s last period are often accompanied by uncomfortable symptoms including hot flashes, brain fog, joint pain, insomnia, weight gain, anxiety and more. These symptoms can last for six to 10 years and may be more severe for women of color than for white women.² Due to the stigma surrounding menopause and societal norms regarding women’s aging, most women don’t feel comfortable sharing their concerns with others, especially in the workplace.

Why menopause support is a workplace issue.

While not every woman will experience symptoms that profoundly affect her quality of life, the vast majority will, and they may impact her ability to be productive, engaged and successful at work.

The Menopause Society describes the issue as a “costly and preventable” problem for employers.³ According to a Mayo Clinic study, menopause costs American women an estimated $1.8 billion in lost working time per year.⁴ A study in the UK found that close to a million menopausal women have left their jobs due to menopausal symptoms.⁵ Importantly, the menopausal years also happen when many women “are at the ‘top of their game’ across jobs and sectors, are holders of institutional wisdom, mature in decision-making, and dynamic and influential leaders.”⁵

For these reasons, it’s in every employer’s best interest to support women during these critical years—not only because it’s the right thing to do from a health and well-being standpoint, but also because it’s a business issue that has the potential to affect women’s engagement, productivity and retention.

What employers can do to support women going through menopause in the workplace.

Create awareness of menopause and normalize it.

Experts agree that the number one thing we can do to reduce the stigma of menopause is to start talking about it more. Deborah Garlick, founder of Henpicked, a UK training firm that has provided “menopause-friendly” certifications to organizations like HSBC UK and Unilever UK, suggests posting more information on company websites and training employees and managers, regardless of gender. Also, just as we have urged leaders to more openly discuss mental health, female leaders can talk about their own challenges with menopause to help reduce the stigma for other women in the organization.

Host an event.

Organize a menopause event, awareness session, or bring in a guest speaker to observe Menopause Awareness Day on October 18. Topics could include how to age well in the workplace, manage hot flashes and brain fog, get better sleep and care for mental health.

Offer training for managers and supervisors.

Provide tip sheets for having conversations that are informed and thoughtful, or a quick training course about menopause and the effects it can have on a woman’s health. Be sure to frame it as a business issue that needs attention, just like stress and burnout. Encourage managers to be receptive to any necessary workplace accommodations. It’s also important for managers to know that menopause may not be something all women want to talk about.

Create a menopause champion network.

Much as we have health coaches and wellness champions, organizations can appoint “menopause champions”⁶ in the workplace. These are women who are willing to talk to other employees about menopause and help them find support. This approach has been particularly successful in the UK, where the issue of menopause in the workplace has gained more traction than in the U.S. and has helped companies foster more inclusive environments for menopausal women.

Offer flexibility.

Because menopause symptoms can contribute to missed work days, a flexible work policy that allows women to work from home some or all of the time is important. You can also consider adjustments to leave policies to allow for menopause-related paid leave or additional sick days.

Promote existing benefits.

Tap into benefits the company already offers, such as counseling through the Employee Assistance Programs (EAP); stress reduction and resilience-building programs; exercise and nutrition services; and mindfulness/meditation programs. You might also explore adding standalone health programs targeted to menopausal women.

Offer training for managers and supervisors.

Provide tip sheets for having conversations that are informed and thoughtful, or a quick training course about menopause and the effects it can have on a woman’s health. Be sure to frame it as a business issue that needs attention, just like stress and burnout. Encourage managers to be receptive to any necessary workplace accommodations. It’s also important for managers to know that menopause may not be something all women want to talk about.

Consider the work environment.

Given that vasomotor symptoms, otherwise known as “hot flashes,” are common during menopause, consider giving access to a cooling room where the temperature is more easily controlled, provide fans, or allow breaks to step outside for fresh air.

Finally, the Menopause Society’s Making Menopause Work initiative offers an array of free, helpful resources that employers can download.

With more than 15 million women ages 45 to 60 in the workplace, according to U.S. Census statistics, it’s important for workplaces to provide women with the support and resources they need to stay healthy, productive and engaged during this time in their lives. WebMD Health Services can help you support the well-being of your entire workforce. Contact us at connect@webmd.net to learn more.

What is emotional wellness?

Emotional wellness, or well-being, refers to our ability to effectively manage stress, adapt to change, maintain healthy relationships, and cultivate a positive outlook on life. Emotional health is a part of mental health, which is the overarching term we use to describe our emotional, psychological, and social well-being. In general, emotionally healthy people tend to have good coping mechanisms for negative emotions. In the workplace, emotional well-being incorporates how employees handle work-related challenges, interact with colleagues and balance their professional and personal lives.

What is the state of emotional/mental well-being today?

Numerous studies confirm that we continue to experience a mental health crisis both in the U.S. and abroad:

• Mental Health America reports that 23% of U.S. adults experienced mental illness in the past year.
• A recent Calm study finds that 61% of employees say they’ve felt down, depressed or hopeless over the past month.
• According to Gallup, 44% of employees worldwide say they are stressed.
• Burnout statistics are skyrocketing. Over 40% of people feel burned out at work, according to a new Society for Human Resources study.

Why is it important to support emotional health at work?

Job performance and emotional health are inextricably linked, so when one suffers, so does the other. With statistics like the above it’s imperative for organizations to support employees’ emotional well-being. Not doing so puts employers at risk for increased burnout, higher absenteeism, lower productivity, and more turnover—all of which impact the bottom line. A focus on emotional well-being also fosters a more positive, supportive work environment and helps build resilient, engaged teams.

Here are 8 ways you can support emotional well-being in the workplace.

Create a psychologically safe environment.

Psychological safety is the shared belief that team members will not embarrass, reject, or punish one another for speaking up with ideas, questions, or concerns—or for making mistakes. It’s the kind of environment that allows employees to take risks and feel comfortable being themselves at work. Not surprisingly, an inclusive, psychologically safe environment reduces stress, leading to better emotional health. The presence or absence of psychological safety can also influence the degree to employees feel comfortable raising mental health issues and seeking care when they need it.

Support managers to lead with empathy.

Employees say that a caring and supportive manager can improve their mental health, while a stress-inducing manager can have a negative impact.¹ Provide managers with training and support so they feel comfortable discussing emotional topics with employees and learn to spot mental health concerns on their team. Encourage managers to conduct regular check-ins with employees and be curious about their lives and well-being beyond the workday. 

Foster a healthy work-life balance.

Offer flexible working hours to give employees the autonomy to tend to personal responsibilities while still meeting work commitments. Actively encourage employees to take regular breaks throughout the day, allowing them to recharge and maintain productivity. Respect boundaries around working hours and availability. Finally, promote and encourage the use of vacation time, ensuring employees feel supported taking the time they need to fully disconnect and rejuvenate.

Urge leaders to be role models for good emotional well-being.

As the saying goes, it starts at the top. Senior leaders should become comfortable addressing the importance of good emotional health in all-employee forums, like town halls. Being open about their own experiences with emotional well-being can also help to normalize the topic. Role-modeling healthy behaviors—like setting work boundaries and blocking time on calendars for stress-reduction practices like exercise and mindfulness—helps to set a good example.

Offer access to emotional health resources.

Ensure you have resources in place to help employees when they need it. Common offerings include:

• Access to mental health providers and counseling through an Employee Assistance Program (EAP), text-based app, or onsite counseling in the workplace.
• Paid mental health and family leave to recharge or tend to family concerns.
• Stress management and resilience training programs that give employees the skills to bounce back faster after negative experiences.
• Subscriptions to mindfulness or meditation programs.

Support employees with aspects of their lives that contribute to stress.

Caregiving is a massive source of stress for employees. Consider onsite daycare, back-up childcare or caregiving stipends for both child and elder care. Financial instability is also a major stressor, so offer access to financial wellness programs that help employees budget and plan for a major purchase like college or a new home, or save for retirement. Student loan debt repayment programs are also helpful in relieving the financial stress many younger employees experience.

Remind employees to focus on the basics of self-care—sleep, exercise and nutrition.

Regularly communicate that focusing on self-care isn’t selfish. Prioritizing sleep can benefit our emotional state and coping abilities at work the next day. Eating a healthy diet also has known benefits for our emotional health. Likewise, regular exercise can boost endorphins—the brain’s feel-good neurotransmitters—that last long after the workout is over.

Increase social connections at work.

The current epidemic of loneliness is having a negative impact on our emotional health. Given that we spend up to a third of our lives at work, having a network of workplace social connections is critical. Workplaces need to be intentional about creating connections among team members with simple actions like: beginning meetings with a quick discussion of non-work-related topics, like weekend plans; volunteering together for a local cause; after-work get-togethers; or coffee-catch-ups during the day. Supporting Employee Resource Groups (ERGs), which provide a forum for employees to connect with one another over shared interests or heritage, is also key.

As we observe Emotional Wellness Month this October, it’s important to remember that supporting employees’ emotional well-being is not just a monthly initiative but a year-round commitment. By prioritizing emotional well-being, companies can create a more resilient, engaged, and productive workforce and a workplace where employees feel valued, supported, and empowered to bring their best selves to work every day.

Want help creating better emotional well-being for your workforce? Contact us at connect@webmd.net.

What are some examples of emotional engagement in the workplace?

Emotional engagement at work goes beyond the transactional relationship where employees are motivated to do well purely because of financial rewards. Being emotionally engaged at work means the employee feels a deeper connection to the workplace on a more psychological level. It also means the employee’s values and vision are aligned with the organization’s. Employee engagement expert Gallup defines engagement as the “involvement and enthusiasm of employees in their work and workplace” and contrasts an engaged employee with one who is “simply putting in their time.”¹

Why does emotional engagement matter?

According to Gallup, “engaged employees produce better business outcomes than other employees—across industry, company size, and nationality, and in good economic times and bad.”² Organizations with engaged employees are also likely to see less absenteeism and presenteeism, lower turnover, and greater employee well-being.

Engagement is at an 11-year low.

In the U.S., employee engagement has dropped to its lowest level in more than a decade,³ with just 33% of employees said to be engaged. What’s behind these low levels of engagement? Recent data from Gallup suggests that employees increasingly feel:

• Detached from their employers;
• Less role clarity;
• Lower satisfaction with their organizations;
• Disconnected from their company’s mission or purpose; and
• Less confident that someone at work cares about them.⁴

What can your organization do to increase emotional engagement?

1. Make your employees feel valued.

Create a culture where employees are regularly recognized for good work. Praising people gives them a sense of accomplishment and is a great motivator. Both manager-to-direct-report and peer-to-peer recognition can boost engagement. There are many ways to recognize employees—from formal recognition platforms to simple handwritten notes. The important thing is to make it a regular part of the culture.

2. Train Managers in the importance of leading with empathy.

While being empathetic comes naturally to some managers, it’s not true for all. In today’s stressful world, it’s important to train managers to demonstrate more caring, concern and understanding of the feelings and circumstances of their employees—and get to know them on a more personal level, including hobbies, interests and family dynamics.

It’s also important to encourage managers to practice psychological safety on their teams. A psychologically safe workplace is one where people feel they can be themselves and won’t be embarrassed, rejected, or humiliated for speaking up. Leaders and managers can create psychological safety by showing their own vulnerability, practicing benefit of the doubt, and encouraging open dialogue.

3. Create a culture where communication goes both ways.

To feel engaged and that their work has meaning, employees need to regularly receive business updates and understand how their role contributes to the organization’s success. Managers need to communicate with employees during weekly 1-1s to establish role clarity, give feedback, understand workload and nurture career aspirations.

Organizations also need to listen to employees and allow them to provide feedback. Whether through a formal listening program, like our TINYpulse engagement solution, or more informal surveys or focus groups, it’s critical to check in with employees to see how they are feeling about the workplace and what they need to be engaged and successful in their roles.

4. Help your employees feel included at work and connected to each other.

Today’s employees are looking to employers to provide a sense of belonging and inclusion. The Society for Human Resources Management (SHRM) notes that employees want to feel that they can share individual perspectives and ideas, be authentic at work without negative consequences, and develop meaningful relationships with colleagues.⁵ Organizations can foster belonging and inclusion through Employee Resource Groups (ERGs), by practicing psychological safety on teams (see above), and looking for opportunities to connect employees socially, preferably in-person.

5. Care for employees’ whole lives.

Over the course of their careers employees will experience all sorts of personal challenges— financial difficulties, caregiving concerns, physical illness, and mental health and relationship issues, to name a few. It’s naïve to think that employees can leave these aspects of their personal lives at the door. While employers can’t prevent these concerns, they can provide benefits that care for employees’ total well-being. Examples include flexible schedules, caregiving resources (both for child and elder care), time off and leaves, a well-being program that includes help for managing chronic conditions, and mental health resources. This type of organizational care is essential to how employees experience the workplace and their resulting emotional engagement with the organization.

What is the HR Scoop?

Hosted by me, WebMD Health Services’ Head of People, the HR Scoop podcast explores the evolving world of employee benefits and the challenges of managing unique employee populations. In each episode, I sit down with other HR Leaders who share their best HR and employee well-being insights, tips, and strategies you can use in your own work.

You’ll want to add these Season 6 episodes to your playlist:

Jason Lauritsen, Well-Being Expert | The Power of In-Person Interaction

I talked with Jason Lauritsen, an author and leadership trainer, about improving workplace relationships. Jason highlights the importance of in-person interactions for building trust and collaboration. Jason also stresses the need for clear expectations in virtual meetings and, as technology evolves, he shares his beliefs on maintaining human connection and how crucial it is for organizational success and societal well-being.

Dr. Andy Garrett from AG Thrive Psychological Consultation | The Power of True North and Resilience in Employee Leadership

Dr. Andy Garrett is a former private psychology clinician who now works in the business world. Dr. Garrett and I discussed his journey, emphasizing the importance of authenticity, resilience, and core values in leadership and organizational success. Dr. Garrett shares insights on how aligning personal and organizational values can lead to better outcomes and more fulfilling work environments. We dive into the significance of agility in navigating modern challenges and how he encourages businesses to find their “true north” for sustained success.

Dr. John Whyte from WebMD | Artificial Intelligence (AI) in Employee Health Care

In this episode, learn from Dr. John Whyte, WebMD’s Chief Medical Officer, about the role of AI in employee health. Dr. Whyte highlights the benefits of personalized health data from wearables and “nearables” for continuous monitoring and better health outcomes. We discuss top-of-mind privacy concerns and the potential of augmented intelligence in healthcare.

Cindy Bjorkquist from Blue Cross Blue Shield (BCBS) Michigan | From Contagion Effect to Mindfulness

For this episode, I had the pleasure of interviewing Cindy Bjorkquist, Director of Well-Being for BCBS of Michigan, about the Blue Cross Virtual Wellbeing program. Cindy explains how the program is uniquely accessible to everyone and talks about its commitment to offering engaging weekly shows on various health topics. She discusses its mission to improve community health, the importance of authentic content, and the global reach they’ve achieved. Cindy also highlights the significance of mental health and work-life balance, emphasizing her commitment to supporting others through these well-being initiatives.

Sara King from CEO IQ | Adapting to Change and HR Strategies for Growth

Sara King is an HR consultant and we chatted about the growing trend of fractional CHROs and HR consultants in the workplace. Sara shares her extensive background, including a 21-year tenure at VIPS, where she built the HR department and navigated multiple acquisitions. Sara also discusses a successful virtual article club she started during the pandemic and the importance of adopting AI in HR. She emphasizes building strong relationships with CEOs to secure a strategic HR role. 

Bridget Hallman from Paychex: The Five Pillars of Employee Well-Being

Queue up this interview with Bridget Hallman from Paychex. Bridget shares her journey in the health and wellness arena and her role leading employee well-being strategy at Paychex. She discusses the adoption of Gallup’s five elements of well-being at Paychex and highlights the importance of leadership support, practical implementation strategies, and the impact of well-being programs on both employees’ lives and company success. 

* * * * * * * * * * * * * *

Delivering timely insights about the world of HR you can use right away, the HR Scoop podcast is the perfect accompaniment to your next walk or drive. Subscribe to the HR Scoop —and tell your friends and co-workers about it, too!

What is the employee experience, and why is it important?

Employee experience sums up what it’s like to work at a company. It’s all the interactions that employees have throughout the day with people, systems, policies, and the physical and virtual workspace.¹ You may have seen it abbreviated as “EX.”

To improve employee experience, some companies have focused on administrative processes, such as easier time-keeping or travel reimbursement. Those kinds of things can be time-consuming and frustrating, so simplifying them does improve the work experience. Others have added more benefits and perks, like trendy pet insurance or pool tables.

But there’s a lot more to it. As Mercer suggests, HR would do well to “shift its mindset from optimizing ‘things’ for employees (e.g., programs and processes) and instead design an end-to-end experience that employees long to be a part of.” PwC writes, “the goal of providing a strong employee experience isn’t to make your people feel warm and fuzzy. It’s to enable them to do their best work—to make them want to come to work.”

So what does this mean? It means focusing on the more intangible stuff that can influence how people feel about showing up every day. Many argue we should be treating our employees like we treat our customers—seeking daily to delight them—and that doing so directly impacts the bottom line.

Diane Gherson, former chief human resources officer at IBM, puts it like this: “…we started with the belief that if people felt great about working with us, our clients would too. We’ve found that employee engagement explains two-thirds of our client experience scores. And if we’re able to increase client satisfaction by five points on an account, we see an extra 20% in revenue, on average. So clearly there’s an impact. That’s the business case for the change.”

What makes for a good employee experience?  

A good employee experience involves making sure employees feel cared for in all aspects of their lives—physically, emotionally, and financially—from their first to their last day on the job. Providing support for the parts of life that occur outside of the workday. Focusing on workplace culture. Below are some examples that contribute to building a good employee experience strategy.

Top-notch onboarding.

It seems like a no-brainer that an employee’s first moments with a company should be nothing short of awe-inspiring. Yet, in a recent study by Gallup, just 12% of people felt their company does a good job onboarding new team members. So make sure the onboarding experience—which technically begins the moment the candidate accepts the offer—delights. This includes:

• Smooth IT onboarding
• Structured activities, especially during that first week
• Assigning a mentor
• Planning meetings with people from other departments and leadership
• Regular check-ins for at least 90 days

Connection to the corporate mission.

Employees increasingly want to feel that their work has meaning and purpose. Make the connection between an individual’s work and how it contributes to the company’s mission and society through regular communication from all levels of the organization—from leaders to managers.

Consistent communication.

Organizations who maintain a regular cadence of transparent communication with employees, especially during times of change, tend to have a better employee experience. Communicate frequently with town halls, videos from leaders, workplace social media posts, and chat groups. All of these vehicles build trust and loyalty and ensure that employees feel they are “in the know.”

Community.

Employees look to the workplace for that sense of community they may be missing in our disconnected world. Focusing on community can increase engagement and commitment to a company and be as simple as a regular happy hour or volunteering for a local charity together.

An inclusive, diverse culture.

There are strong linkages between diverse, inclusive cultures and a positive employee experience. A good employee experience is nurtured when people feel they can bring their whole selves to work and don’t have to hide any part of their identity.

Support for all aspects of well-being.

Focusing on employee well-being means more than offering an onsite gym or healthy food in the cafeteria. A good employee experience includes support for all the dimensions of well-being: physical, clinical, financial, mental health, and social connections. It also includes help for the parts of life that happen outside the workday—like elder and child care benefits. A robust wellness communication strategy is critical for ensuring that employees know about and can take advantage of these benefits.

A comfortable work environment.

It’s critical to create an office space that allows people to do their best work, especially now that many people have become used to working from home. This includes places for people to collaborate or do focused work, and even small things like ensuring that the office temperature is comfortable. And for those continuing to work from home, we need to ensure that all the supports are there, too—like ergonomic workstations, supplies, decent internet connections, and more.

Flexibility.

Employees want the flexibility to schedule work when and where it’s best for their lives, whether that’s leaving early to pick up a child at school or taking Friday afternoons off to pursue a personal passion. Allowing employees flexibility—with the expectation that the work will get done—creates trust, boosts engagement, and contributes to a positive employee experience.

Recognition.

Regularly recognizing the hard work and contributions of team members provides a sense of accomplishment, decreases stress, and increases feelings of connection and belonging—all of which translate to a better employee experience. You don’t have to have a formal recognition platform—even handwritten notes or small tokens are appreciated.

Regular touch points with managers.

Frequent, informal check-ins between an employee and their manager have been shown to decrease employee burnout. Managers need to use this time to connect with direct reports on a deeper level—acknowledging the human side of their employees, which we know to be a key driver of engagement.

What makes a good employee experience strategy?

There are several ways to approach developing or enhancing the employee experience. While not an exhaustive list, here are seven best practice steps to consider when crafting your employee experience strategy:

1. Do your research.

Any organizational change should start with listening. What do employees want from the experience of working at your company? Some questions you can include in focus groups or pulse surveys are:

• How do you feel about working here?
• Do you feel our culture aligns with your own values and beliefs?
• Do you understand how your role relates to our overall mission?
• Do you have a clear path for your career advancement?
• How do you feel about the support you receive from your manager?
• Do you feel our company supports you in multiple aspects of your life, not just at work?
• Does our technology allow you to work smartly and efficiently?

2. Consider all types of employees.

To be inclusive, it’s essential to learn how different types of employees experience the workplace. It may help to develop employee “personas” to get underneath what’s important to people. Some personas might be: in-person/remote workers; members of different generations; racial/ethnic identity; men/women/non-binary; full-time/part-time; managers/individual contributors, and other population segments.

3. Create a vision for your employee experience.

Once you’ve conducted some listening and created employee personas, it’s helpful to lay out a template for what you want the employee experience to look like. Consider things like how people should work together and communicate with each other, how to connect work to the company’s larger purpose, where work gets done, how employees can advance in their careers, and what types of programs and resources may be needed to more fully support employees.

4. Get leaders on board.

Now that you’ve got your vision, it’s time to enlist support from leadership. As with any change management initiative, leadership backing is critical, and everyone from the top down must model this vision for it to be successful. It’s also vital that the team structure of your EX initiative represents members from all parts of the organization—not just HR. This will help create buy-in and reduce any skepticism about the effort’s importance.

5. Build your communication competency ahead of time.

It’s important to think about the communication channels you’ll use to make all the pieces of your employee experience strategy come alive. Tap into established channels like your corporate intranet, email, town halls and regular all-employee meetings. Workplace social media and Slack channels can also generate a positive buzz. Managers should also receive talking points and slides to use in team huddles.

6. Support your managers.

Managers are the face of the organization to employees, so they need to be prepared and supported in carrying out the employee experience vision. For example, they need training on:

• How to coach employees and give good feedback.
• How to be flexible and help employees in ways that may be uncomfortable, like talking about mental health.
• How to chart a course for career advancement and learning that will make employees want to remain with the organization.

7. Regularly check in with employees.

A good employee experience will need to be tweaked from time to time to respond to changing employee wants and needs. The best way to keep on top of this is to incorporate regular measurement and feedback. Periodic engagement surveys are a good way to do this. You can also gather feedback in real-time by asking employees to respond to daily pulse checks, using a stoplight approach or mood emoji. IBM’s Diane Gherson calls this frequent check-in approach “sentiment analysis,” which gives you a sense of “where you’ve got trouble spots, where your management isn’t strong enough, where groups of people are expressing negative opinions.”

Improve the employee experience with WebMD Health Services.

The importance of a good employee experience can’t be underestimated. Ensuring that each employee’s journey through the organization is positive will always be vital to boosting employee engagement, reducing costly turnover, and ensuring employee well-being. If you need help learning how to improve the employee experience at your workplace, visit our website or contact us at connect@webmd.net.

A multi-generational workforce offers numerous benefits.

Depending on your industry, you might have four generations in the workplace right now: Baby Boomers (born between 1946-1964); Generation X (born between 1965–1980); Millennials (born between 1981–1996); and Gen Z (born between 1997–2012).

There’s no debating the benefits of having multiple generations in the workforce. Each age group brings a different set of skills, life experiences and perspectives to work. Older groups are able to pass knowledge to members of younger generations, while younger workers can help older employees more readily embrace new workplace technology and practices. Having a multi-generational workforce also leads to greater creativity and innovation, allowing businesses to adapt to rapidly changing markets.

But when it comes to mental health, each of these generations brings its own set of unique stressors and a distinct perspective on the issue, which means a one-size-fits all approach to mental health support can fall short.

How do members of different generations view mental health? And how can employers offer solutions that meet each generation’s needs?

Baby Boomers. It will come as no surprise that the Baby Boomer generation is not particularly comfortable discussing mental health in general, and even less comfortable bringing it up in a workplace setting. This generation grew up talking about mental health mostly in relation to mental illness or as the result of something traumatic, like fighting in a war or being involved in a devastating accident. They were taught to persevere through challenges and keep their emotions to themselves. So, the concept of mental health as something that we maintain or work on, as we do our physical health, will not be familiar to Baby Boomers.

How you can support them:

• Foster open communication in the workplace about mental health and start to normalize discussions on the topic.
• Promote the counseling services of the Employee Assistance Program (EAP), as this generation may be more comfortable seeing a therapist in person or via video. The EAP is also a good resource for help with the life transitions this group will experience.
• Form an Employee Resource Group (ERG) targeted at this age group. It can be a good venue both for discussing mental health and providing social connection with peers.
• According to a study by McKinsey, Baby Boomers spend as much time on social media as Gen Zers. Utilize workplace social media to get the conversation going about mental health.
• Offer special support for grief. Baby Boomers may be experiencing the death of friends and peers at this stage in their life, and this may have been exacerbated by the recent pandemic, which disproportionately impacted older adults.

Gen X. Like members of the Baby Boom generation, Gen Xers were also taught not to discuss emotions, or else they might be viewed as weak, especially in the workplace. This generation prizes their independence and resilience having grown up during numerous periods of inflation and recession. They were also the original “latchkey kids” who may have had two working parents, creating an “I can do it myself” mentality. None of this makes them particularly fond of discussing or working on their mental health. And yet, they can be among the most stressed generation in the workforce, as they juggle teenagers, aging parents, accelerating careers, paying for college, menopause and other health concerns.

How you can support them:

• Educate them on the importance of self-care and encourage them to find ways to incorporate it into the workday, like taking a walk or engaging in meditation.
• Offer flexibility for work hours and days to accommodate elder care obligations.
• Provide menopause support for women.
• Give access to stress management, resilience and financial wellness resources to help Gen Xers better manage the demands of work and life.
• Form ERGs devoted to older parenting stages, which can be as stressful as taking care of younger children.

Millennials. Millennials are often termed the “anxious generation,” some say resulting from the rise of “helicopter,” or overly-involved parenting. They are also the first generation to grow up with access to the internet and technology, including social media—making them vulnerable to the pressure to be perfect and project a certain image. But they are also the pioneers when it comes to mental health. They were the first to talk openly about having a therapist or going to therapy. In the workplace, this generation values transparency, openness and authenticity. They also prioritize their well-being and they’re not afraid to advocate for it. Given their life stage, they may be experiencing real financial stress as they struggle to pay off student loans, start a family, or prepare for a major purchase, like a home.

How you can support them:

• Provide access to digital tools, like virtual therapy and mental health apps.
• Offer “mental health days” to support the notion that mental health is as important as physical health (note: this applies to all generations).
• Recognize that this generation prizes boundaries between work and life, so respect them.
• Take advantage of their willingness to talk about mental health by appointing them as mental health ambassadors in the organization.
• Acknowledge the challenges of this phase of life by providing resources that can help with finances, parenting and relationships.

Gen Z. This generation has experienced a considerable amount of turmoil already in their young lives—the 2008 recession, political discord at home, geopolitical events abroad, climate change and school shootings. True “digital natives,” social media has been their forum for talking about mental health, which has helped break down the stigma. On the negative side, social media has also made them more susceptible to unhealthy feelings of comparison and fear of missing out (FOMO). Gen Zers lived through a pandemic at a particularly vulnerable stage of life, contributing to the skyrocketing rates of mental health concerns, particularly anxiety, that we are now seeing. Fortunately, Gen Zers are the most comfortable of all the generations discussing mental health and will be the first to say we should be prioritizing it as much as we do our physical health. At work, they’re seeking a sense of belonging, connection, inclusion, and purpose, and they value boundaries between work and life. Of all the generations, they also feel the most strongly that employers should provide support for mental health. 

How you can support them:

• Connect Gen Zers with your mission and purpose to make them feel a part of something bigger than themselves.
• Offer multiple modes of mental health counseling: in-person, digital, and group.
• Educate less benefits-savvy Gen Zers about the behavioral health benefits offered through the medical plan.
• Help this generation manage anxiety and stress by continuing to offer flexibility in terms of when and where work gets done.
• Schedule regular check-ins to address workplace uncertainty that can contribute to Gen Z’s anxiety.
• Match Gen Zers with a mentor or coach who can offer support and advice for career and life.
• Plan company-sponsored activities to increase social connections—after-work meet-ups, in-office lunches, or a community service event.

Mental health support that works for all generations.

While different generations approach mental health differently, and understanding their unique needs can help us target the right solutions, there are certain mental health supports that apply across all populations.

Managers have a huge impact on the mental health of their employees. Training managers to be more empathetic and supportive is critical. Leaders can help to break down the stigma by modeling good mental health behaviors themselves, like sharing personal stories or openly talking about mental health.

Organizations can also take a hard look at workplace practices—unrealistic work expectations, norms around long hours, ensuring psychological safety, and practicing inclusivity—that contribute to stress and a lack of belonging. And every organization can support mental health simply by acknowledging that employees are human beings first, and workers second. Finally, communication is key. If employees of any generation don’t know about the mental health resources you provide, they won’t take advantage of them.

For help devising a mental health strategy that works for everyone in your workforce, contact us at connect@webmd.net.

Employees are even more stressed about their finances today than during the height of the pandemic.¹

According to a 2023 Bankrate survey, nearly half of U.S. adults have less savings (39 percent) or no savings (10 percent) compared to a year ago.² The same survey found 68% of people are worried they wouldn’t be able to cover their living expenses for just one month if they lost their primary source of income, including 85% of Gen Zers. A PwC survey found percent of full-time employees say inflation has had a major or severe impact on their financial situation over the past year.³

Given that financial stress can impact employee health and well-being, and productivity on the job, it makes sense that more and more employers are stepping up support for financial wellness. A Bank of America survey found that 97% of employers now feel responsible for employee financial wellness (up from 95% in 2021, and from 41% in 2013).⁴ Let’s take a look at the reasons why adding this benefit is so important.

What are financial wellness benefits?

When it comes to finances, employers have traditionally focused on helping employees prepare for retirement through 401(k) plans. But there are so many important financial decisions that take place in the intervening years—sticking to a budget, buying a home, sending kids to college—where employees must fend for themselves.

This is where financial wellness programs come in. A financial wellness program works a lot like the components of a well-being program. In a well-being program, participants are provided with the education and tools they need to manage their health. The same holds true for financial wellness—if employers give employees the tools they need to manage day-to-day finances, weather unplanned expenses, and help them plan and save for future milestones, we can hopefully ward off financial crises and ultimately improve their overall health and well-being.

Examples of financial wellness employee benefits.

Whether you partner with an outside financial wellness provider or create an in-house program, you might consider offering employees:

• Online financial tools, calculators and mobile apps to help with day-to-day budgeting, saving for college, retirement planning and more.
• One-on-one financial counseling services to help employees solve immediate financial concerns and financial coaching services to help set goals for the future.
• In-person or virtual financial education classes and seminars led by financial experts on topics of interest, like smart investing or easy ways to save.
• Access to debt management services to help with student loan repayment or paying down credit card debt. Some employers are even providing direct financial assistance with repaying student loans.
• Short-term loans or wage advances, which allow employees to get access to low-interest cash in an emergency and then repay the loan through payroll deductions spaced out over time.
• An Employee Assistance Program, which typically features its own financial tools and resources, including things like help with identity theft.

Not sure what your employees might want in a financial wellness program? Just ask. Pulse surveys are a great way to find out what your employees want help with. Once you gather information on the kind of financial wellness support they’re looking for, you can better cater your benefits to their specific needs.

6 reasons why financial wellness is a must-have benefit for employees.

Increased employee engagement.

Offering financial wellness benefits shows that an employer cares about employee well-being beyond the work day and can contribute to a healthy workplace culture.⁵ According to Bank of America, 80% of employers agree that offering financial wellness support can result in more satisfied, loyal, engaged and productive employees.⁶

Enhanced productivity.

It’s no secret that employees who are financially stressed can be distracted at work and often devote work hours to handling financial issues. They also might need to take time off to handle financial matters, increasing absenteeism. Offering financial wellness benefits can alleviate some of this stress and help employees be more productive in their work.

Better employee health and well-being.

According to the American Institute of Stress, the physical effects of financial stress might include increased irritability, mood swings, appetite changes, stomach issues, fatigue, and insomnia.⁷ Left unchecked, these symptoms may lead to mental health concerns like anxiety, depression, or even suicide. Providing support for financial wellness can improve the employee population’s health, and possibly lower healthcare costs in the long run.

Increased retention.

A recent Bank of America report revealed that 84% of employers now say that offering financial wellness tools can help reduce employee attrition.⁸ Research by Purchasing Power found 61% of employees who have utilized their platform’s particular financial solution are more likely to stay with their current employer.⁹

Talent recruitment and employer brand.

Much like other well-being benefits, job seekers are looking for employers who offer perks and support for financial wellness. In fact, three out of four employees want their workplace to provide more resources to help them with their overall financial wellness.¹⁰ And 6 in 10 say it’s their employer’s responsibility to make sure they’re healthy and financially secure.¹¹

Companies who offer these benefits may be viewed more favorably not only by job seekers, but also customers and the public, enhancing an employer’s brand and reputation.

It’s the right thing to do.

Educating employees about financial concepts, such as budgeting, saving, investing and debt management, can help improve the workforce’s financial literacy and lead to long-term financial stability, particularly for historically marginalized groups.

As employers respond to employees’ desire to receive support across multiple aspects of their well-being, it’s important to consider adding financial wellness benefits to the mix. Offering these benefits is a smart move for employers who want to improve employee satisfaction and increase engagement; raise productivity; enhance well-being; attract and retain top talent; and foster a positive company culture and healthy employer brand.