Get Moving...To Live!

Are your employees sitting all day at work? Regardless of who you are and how often you exercise, if you're sitting for long periods of time, your chance of an early death increases. Read on to learn more.


The phrase: “If I’m lying, I’m dying” should be changed to: “If I’m sitting, I’m dying” even though it doesn’t rhyme. If you haven’t heard by now, sitting for long periods of time increases the chance that you’ll die early, regardless of your race, gender, age, body mass index (BMI), or even if you exercise. The longer you sit, the higher your risk of dying sooner rather than later.

See also: 7 wellness program ideas you may want to steal

Every morning, people get ready for work and then sit in their cars (or public transportation), then sit when they get to work, then sit again in their cars, then sit in from of the TV when they get home. It’s time everyone breaks that cycle and starts moving around more during the day and not just when they’re at the gym, assuming they even go.

Fortunately, in an article on CNN’s website titled, “Yes, sitting too long can kill you, even if you exercise,” reveals that taking “movement breaks” every 30 minutes basically cancels out this health problem. But it’s not as simple as just standing, there are two factors impacting this—frequency and duration. How often you sit during the day, and how long you sit each time, have an effect. The article references the American Heart Association’s message of “Sit less, move more,” but admonishes them for not telling people how they should move around, or for how long.

See also: Beyond wellness: Workplace health initiatives that work

The Centers for Disease Control and Prevention (CDC) has specific guidelines and recommendations for exercising, but none for sitting. For example, if you sit for 30 minutes, you should probably walk around for at least five minutes before sitting down again. And don’t assume that a “standing desk” is healthier than a traditional desk where you sit down. There isn’t enough evidence to say that a standing desk is better. It’s all about actual movement, which is why simply standing up isn’t enough.

Age is another factor that would seem to make a difference but actually doesn’t. The article discusses age, yet the same principles apply. Older adults who sat more often and for long durations were far more likely to die earlier than those who sat less.

See also: Top 10 Corporate Wellness Habits to Adopt During 2018

The message is clear. Regardless of who you are, what you do for a living, or how “fit” you may be, if you’re not moving around during the day and sitting for fewer than 30 minutes, you’d better get used to the fact that you may not be around as long as you expect, so get moving!

SOURCE: Olson, B. (18 September 2018) "Get Moving...To Live!" (Web Blog Post). Retrieved from http://blog.ubabenefits.com/get-moving...to-live


How to Build a Motivated Workforce

Getting an engaged workforce requires employers to focus on nurturing motivation.m Employers need to nurture motivation in order to build an engaged workforce. Continue reading to learn more.


There’s a lot of buzz and conversation happening around the importance of employee engagement to a successful organization. But I believe that engagement is an overused or at least misused term. Engagement, to me, isn’t a process but rather an end-state where your employees are “all in.”

Engaged employees work hard on today’s priorities, and when they believe what they do matters and know that you’re invested in them, they will stay with your business for the long term and help you solve the challenges of tomorrow. But getting to this state of engagement requires focusing on nurturing motivation.

Simply put, motivated workers are more productive and efficient, and stretch themselves to do more. When employees are motivated, they get their work done faster and with greater levels of collaboration, creativity and commitment. A motivated workforce goes above and beyond to do what is in the best interest of the organization and, ultimately, the bottom line. So, what are ways you can truly motivate employees?

Set Clear Expectations and Goals, and Communicate Frequently

It’s a strange truth, but many employees simply don’t know what is expected of them at work. Workers are more motivated and engaged when they are given clear objectives, understand how they will be evaluated, and see how their efforts contribute to the bigger picture. Isn’t that what we all want anyway; to contribute to and be a part of something bigger than ourselves? When HR teams help create this clarity for our employees, they experience a greater “purposefulness” or “meaningfulness”  which in turn contributes to motivation. So how do you ensure organizational alignment and foster this sense of meaningfulness?

One critical step that HR leaders can take is working with managers to increase the frequency of communication around performance and goals. When employees work with their managers to set goals and then check in on progress on an ongoing basis rather than treating them as ‘set and forget,’ it can help improve employee motivation, elevate performance and benefit organizations overall. By increasing the frequency of conversations between managers and employees around progress towards goals, HR teams can take a huge step towards creating an effective performance management program for today’s workforce.

This ongoing endeavor isn’t easy.  There are time and commitment involved, and it only works when managers and employees are both invested in open and ongoing dialog about goals and expectations. But the more often managers talk to their employees, the more motivation and performance increases within the workforce. Even quick, informal check-ins, or “managing in the moment” to address priorities or give feedback boosts an employee’s sense that someone is invested in them, and drives motivation.

Spend Time Talking About Career Development

Motivation is tied to a future outlook. One critical way to boost motivation is to move away from ineffective, backward-looking annual performance reviews, and start coaching your managers around having more frequent conversations with their employees that focus on career development. By focusing on development, these conversations become more constructive, forward-looking, and connected to both personal and business objectives. Now you’ve motivated an employee because you’re actually talking about their future and showing you are invested in them!

Implementing performance management processes that are rooted in continuous conversations that center on coaching and career development is vastly more effective for motivating the modern workforce. Focusing on ”performance development” rather than “performance review” shifts the conversation around the process to a more forward-looking, positive and employee-focused stance. This can have a huge impact from an employee motivation perspective, rather than feeling like their managers are micromanaging them or questioning their work, workers feel invested in and motivated to get to the next level in their career, which translates to increases in employee performance.

Provide Timely and Relevant Feedback

Almost half of employees receive feedback from their managers only a few times a year or less. Not only do employees want clear expectations to be established, they also want to know how these are mapping to their larger career goals. Managers need to provide feedback in a timely manner to promote career development. Feedback can be tricky to deliver, and many don’t like delivering or receiving it. So managers need to normalize the feedback by making sure it is timely and is relevant to the employee and their work.

There are many approaches to delivering feedback, but delivering all feedback all the time isn’t the right answer. Managers need to be thoughtful about evaluating all the feedback they receive about their employees and select those items that are most relevant to the employee and those items that they are ready to hear, all in a timely manner to assist the employee in their career.

So, for many reasons, a quarterly review cadence, vs. an annual review, enables managers to align employees’ individual career goals with the organization’s top priorities, ensuring the employee has a sense of purpose and business goals are met.

This is what motivating your workforce is all about. There is no silver bullet to motivate your workforce, however, HR leaders and managers can make a big impact by having frequent and continuous conversations with employees that focus on career development, communicating clear expectations and providing timely feedback. It’s an ongoing process and won’t happen overnight, but by focusing on motivation, both employees and organization at large are better positioned for success.

SOURCE: Strohfus, D (27 August 2018) "How to Build a Motivated Workforce" (Web Blog Post). Retrieved from http://hrexecutive.com/how-to-build-a-motivated-workforce/


10 creative ways to help working parents

Do you have working parents at your organization? Employers can take an active role to help relieve daily stressors that affect working parents. Continue reading to learn more.


Can working moms have it all? Say goodbye to the broad-shouldered power suits of the ’80s and ’90s. Juggling a career and raising children is no longer a women’s-only issue.

While mothers are now the primary or sole source of income for 40% of American households with children, 75% of employees of all genders report their biggest concern as a working parent is not having enough time for their children. From single dads to same-sex couples, breadwinning moms to full-time working grandparents, the parenting workforce is changing.

No matter a family’s parenting makeup, employers can take an active role to help alleviate daily stressors affecting all working parents in the new, high-demand workplace. Here are 10 ways to do so.

1. Get real about childcare.

One of the biggest challenges working parents face is finding good quality, reliable, affordable care. Employers can help by offering programs and services such as backup childcare, onsite childcare, or dependent care flexible spending accounts. An employee assistance program with comprehensive dependent care resource and referrals, adoption assistance and personal finance services can relieve a lot of the hassle and pressures of finding childcare services for working parents.

2. Offer flexibility.

Many working parents report that the resource they value most is the ability to have some control over where and when they work. A policy allowing for fixed alternative hours, or the opportunity to work at home as needed, can be a big help. Providing the further ability to have some flexibility on a day-to-day basis — whether to get to a parent conference or accommodate a missed school bus — is even better.

3. Make it convenient.

The ability for working parents to get some of life’s necessities taken care of right at the workplace is a huge plus. On-site amenities that employers offer range from big-ticket items like childcare and fitness centers to postal and banking services, take-home dinners to dry cleaning pick-up and delivery, and car washes to oil changes.

4. Help tackle the “hate-to-do” list.

Often without the support of the village, working parents are saddled with overwhelming responsibilities at home and a laundry list of ‘hate’ to-dos. From grocery shopping to laundry services, employers can offer convenient concierge and errand running perks to save employees time, money, and stress in all areas of life, house, and family management. These services help free up golden personal time, so working parents can focus on more fulfilling family experiences rather than constantly catching up on personal tasks and errands.

5. Promote total health.

Being a working parent is stressful. Don’t underestimate the power of wellness offerings to provide much-needed support. From standing desks to yoga classes, walking meetings to meditation rooms, there are many ways to promote a healthy lifestyle at work.

6. Prioritize mental wellness.

Mental wellness should also be a top priority, and employers can partner with an engaged EAP to build strong stress management solutions and reduce the stigma around mental health at work. Mental health support should be confidential and available at all stages of parenting, from pre-natal to post-partum, empty-nesting and beyond. Mental wellness benefits should be promoted year-round and available to all family members.

7. Remember the older kids.

Parenting doesn’t end when children graduate from grade school. Many employers offer programs such as homework hotlines to help kids through their teen years; EAPs can also provide a wide range of resources and referrals on parenting and education. Services and activities like college coaching, financial counseling, and “lunch and learns” with scholarship or admissions experts can be invaluable to parents facing the next adventure.

8. Simplify travel.

Business travel can be hard when you’re a parent, especially of young children. Careful planning can help ensure working parents don’t have to spend precious weekend time traveling or head to meetings that might have been just as effective by phone. Increasing numbers of employers are also offering breast milk storage and shipping services; some even pay for childcare while employees are out of town.

9. Don’t forget the “working” in working parents.

Becoming a parent doesn’t automatically mean losing interest in your career. Leave it up to employees to decide if they want to take up educational or advancement opportunities.

10. Stay inclusive.

Remember that caregiving responsibilities can encompass a wide range of family situations. Make sure programs and policies — as well as communications about them — support fathers, single parents, adoptive and foster parents, same-sex couples and grandparent-caregivers.

Being a parent is a rewarding and enriching experience — but it can also be exhausting and thankless, especially for those juggling work and family. Fortunately, it doesn’t take much to make the workplace a more supportive, less stressful place for working parents, who will likely return the favor with greater productivity, engagement and loyalty.

SOURCE: Krehbiel, E (2 July 2018) "10 creative ways to help working parents" (Web Blog Post). Retrieved from https://www.employeebenefitadviser.com/slideshow/10-creative-ways-to-help-working-parents#slide-6

Shifting from employee engagement to employee experience

What is employee experience and why is it replacing employee engagement? In this article, Cabrera discusses why employers are shifting from employee engagement to employee experience.


The way businesses view their employees has changed. From mere workers and resources, employers started adopting the mindset that they should give their employees benefits and values, instead of just extracting value from them. The concept of employee engagement applies to this. A lot of studies and researches came out on how employee engagement helps increase employee performance and profitability. Recently though, a shift is happening, with the term “employee experience” gaining steam.

What is Employee Experience?

So, what exactly is employee experience or EX? According to this article, employee experience is “just a way of considering what it’s actually like for someone to work at your company”. It is a holistic model. It includes what the employee experiences in the workplace and within teams—bringing together all the workplace, HR, and management practices that impact people on the job.

Why the shift?

Employee engagement tends to focus on the short-term. For example, there’s an upcoming engagement activity. Once the activity is done, what happens? Most likely, the employee returns to their work, the event just a memory until the next one.

See also: 5 Tips to Improve the Employee Experience from an Employee Happiness Director

The change in workforce demography creates new demands. The millennial generation, which currently dominates the workforce, have different priorities than the previous generations. The Generation Z’s are now also entering the workforce with a new set of expectations.

Making little changes that impact employee morale and motivation is important. Employee experience is more long-term and big-picture focused. Its scope, from an employee’s point of view, can be end-to-end—from recruitment to retirement.

See also: Why Employee Engagement Matters – and 4 Ways to Build It Up

The challenge of EX is immense. Fortunately, technology is on your side. Various HR tools have been developed to help you get the data that you need, as well as make it easier for you to design the programs you want. Deloitte lists down what you could do right now:

  • Elevate employee experience and make it a priority
  • Designate a senior leader or team to own it
  • Embrace design thinking
  • Consider experiences for the entire workforce
  • Look outside
  • Enlist C-suite and team leader support
  • Consider the impact of geography; and
  • Measure it

The best way to conquer the challenge of EX is by starting now!

SOURCE: Cabrera, A. (23 January 2018) "Shifting from employee engagement to employee experience" (Web Blog Post). Retrieved from https://peopledynamics.co/shifting-employee-experience/


3 ways to promote inclusion in your workplace

How can employers promote inclusion in their workplaces? In this article, Li talks about three ways employers can promote inclusion.


Diversity and inclusion is top of mind for HR practitioners and employees alike. If we think about diversity as who is walking through the door, then inclusion would be the next part of the employee experience. With the recent focus on workplace diversity trends, it’s important to not forget how important it is to create an inclusive working environment.

It’s critical to facilitate relationship building with new hires and their teams. We often focus on the work to be done without taking time to get to know our co-workers as individuals. When we see each other as people and learn to appreciate our similarities and differences, it makes it easier for everyone to thrive.

Whether you’re looking to grow your current inclusion practices or are starting from scratch, try these three action items:

1. Don’t be afraid to ask.

It may sound simple, but a great first step to improving inclusion is to survey employees. By conducting quick and easy “pulse” surveys, you can gauge the level of belonging that employees feel. You can do this by launching survey focused on diversity or add questions around inclusion and belonging into your existing employee engagement surveys. Once you have a baseline on company sentiment, you can begin to improve areas that may be lacking. Start to put in place mechanisms to support individuals from different backgrounds and don’t forget to conduct these surveys on an ongoing basis.

2. New Hire Buddies

Whether you’re an introvert, extrovert, or somewhere in between, it can be hard to meet new people when you start a new job. Consider creating a “buddy” program to encourage new hires to bond with their co-workers. Companies hit roadblocks when they put the onus on new employees to reach out and engage with their teams. Having the support of a “buddy” at work helps create a feeling of security, which leads to greater engagement. The more engaged your employees are, the longer they will want to stay with your company.

3. Resource Groups

Employee resource groups (ERGs), sometimes also called affinity groups, serve as a platform that employees can use to build a culture of inclusion and belonging. Not only do they foster a sense of community within your organization, they also help new hires transition into their new working environment. These groups create opportunities for education and understanding between diverse individuals across your company. They can also be a great launchpad for new ideas and change in creating more inclusive policies and practices.

Fostering an inclusive company culture helps increase both engagement and retention. The better an employee feels about working at your organization, the greater the likelihood that they will reach their full potential on the job. Measure your current state of inclusion with regular pulse surveys and follow up with making changes as necessary to foster stronger relationships across the organization.

Source: Li, J. (19 July 2018). "3 ways to promote inclusion in your workplace" (Web Blog Post). Retrieved from https://blog.shrm.org/blog/3-ways-to-promote-inclusion-in-your-workplace


How to help millennials tackle 2 major financial pain points

Researchers say 65 percent of millennials reported being stressed about their finances. Read to find out why millennials are the most reluctant to face their financial struggles head on.


Stress. Shame. Confusion. Embarrassment.

That’s what comes to mind for millennial employees when they think about their personal finances. It’s draining employees’ ability to stay focused on the work at hand and maximize their creativity and productivity. According to a 2017 PWC Employee Financial Wellness Survey, 65 percent of millennials reported being stressed about their finances. Additionally, approximately one-third of employees report being distracted by personal finance issues while at work, with almost half of them spending three hours or more each week handling these matters during the work day.

While employee financial stress is not new, it’s particularly strong among millennials. This group is experiencing many firsts. They are the first generation to face such a large student loan debt crisis. They are the first to need to save enough money to fund retirements that may be the longest in human history. These are no small challenges.

With millennials set to comprise 50 percent of the global workforce in less than two years, it is essential that employers help this group garner the tools necessary to experience financial calm, clarity, and confidence in the face of these challenges. But first, we need to understand why millenials are reluctant to address their financial concerns head-on.

Millennial employees are distracted by money shame

Millennials tend to be a pretty outspoken group. So why are they not speaking up more about their financial stress and the degree to which it distracts them at work?

A big part of this is overarching “money shame.” After years of schooling and higher education, it frankly can feel embarrassing to admit one is struggling with money issues. This is particularly true if the money issues are due to student loan debt – a kind of “good debt” that was supposed to make their lives better. Many millennials are wondering how they can feel so bad (financially) when they “did all the right things” (educationally). As an employer, you need to recognize this money shame is causing your millennial employees to hold back asking for help.

How employers can help their millennials overcome money fears

Employers can help their millennial employees overcome their money woes by providing financial wellness education around the two areas causing the most financial stress for millennials: student loan debt and saving for retirement.

Both of these topics can be extremely overwhelming so baby steps are key. A good introduction to both of these topics could be an educational video laying the groundwork for the big concepts that need to be addressed to help ease employees into the reality of dealing with each of these vital issues.

With regard to student loans, the education here is trickier, as some employees will have government loans, some may have private loans and some may have a combination of both. Providing basic educational lunch-and-learn type lectures to review the role of budgeting in finding the extra funds to accelerate debt paydown, and to discuss various options for consolidation, income based repayment plans and other options can help give employees a sense of relief that they have some tools and information they can use.

When it comes to retirement, many 401k and 403b providers offer onsite education for plan participants. Instructing these providers to focus heavily on these three points can go a long ways towards helping millennials understand how to make smart choices here:

1. The mathematical impact of saving early (i.e. a dollar saved and invested for your retirement in your mid 20s is four to five times more valuable than a dollar saved in your mid 40′s due to the power of compounding).

2. It’s not enough to save for retirement; wise investment choices must be made too (and often the smartest and most cost effective decision here is to use target date retirement funds composed of underlying index funds).

3. The extremely positive mathematical implications of contributing to a retirement plan at least to the point of the employer’s match (i.e. that this is literally “free” money and equates to a guaranteed rate of return; if you are matched $0.50 on the $1.00 that’s a guaranteed 50 percent return which you will not get anywhere else!)

While there are very few “sure things” in the business world, investing in reducing millennial employee financial stress and increasing work enjoyment and productivity has the potential to generate positive “human capital” dividends for years to come.

SOURCE:
Thakor M (13 July 2018) "How to help millennials tackle 2 major financial pain points" [Web Blog Post]. Retrieved from https://www.benefitspro.com/2018/07/02/how-to-help-millennials-tackle-2-major-financial-p/


A vacation can't undo the damage of a stressful work environment

Researchers say employees experience chronic stress during their workday and vacations aren't helping to fix it. Take a look at why a stress-free work environment is critical for productivity.


That easy breezy feeling after taking a vacation slips away pretty quickly when people have to face the same systemic workplace issues that wore them down in the first place, according to the American Psychological Association’s 2018 Work and Well-Being survey.

The Harris Poll surveyed 1,512 U.S. adults who were employed either full time, part time or were self-employed, and found that nearly a quarter (24 percent) say the positive effects of vacation time – such as more energy and feeling less stress – disappear immediately upon returning to work. Forty percent say the benefits last only a few days.

“Employers shouldn’t rely on the occasional vacation to offset a stressful work environment,” says David W. Ballard, head of APA’s Center for Organizational Excellence. “Unless they address the organizational factors causing stress and promote ongoing stress management efforts, the benefits of time off can be fleeting. When stress levels spike again shortly after employees return to work, that’s bad for workers and for business.”

More than a third (35 percent) of respondents say they experience chronic stress during their workday, due to low pay (49 percent), lack of opportunity for growth or advancement (46 percent), too heavy of a workload (42 percent) and unrealistic job expectations and long hours (39 percent each).

However, just half say their employer provides the resources necessary to help them meet their mental health needs. When adequate resources are provided, only 33 percent of the respondents say they typically feel tense or stressed out during the workday, compared to 59 percent of those who say their employer doesn’t provide sufficient mental health resources. When it comes to overall well-being, nearly three-fourths of employees supported with mental health resources (73 percent) say their employer helps them develop and maintain a healthy lifestyle, compared to 14 percent who say they don’t have the resources.

“Chronic work stress, insufficient mental health resources, feeling overworked and under supported – these are issues facing too many workers, but it doesn’t have to be this way,” Ballard says. “Psychological research points the way in how employers can adopt effective workplace practices that go a long way in helping their employees thrive and their business grow.”

Even in a very supportive workplace environment, encouraging vacations can boost morale and performance even more, according to the survey. Upon returning from vacation, employees who say their organization’s culture encourages time off were more likely to report having more motivation (71 percent) compared to employees who say their organization doesn’t encourage time off (45 percent). They are also more likely to say they are more productive (73 percent vs. 47 percent) and that their work quality is better (70 percent vs. 46 percent).

Overall, respondents are more likely to say they feel valued by their employer (80 percent vs. 37 percent), that they are satisfied with their job (88 percent vs. 50 percent) and that the organization treats them fairly (88 percent vs. 47 percent). They are similarly more likely to say they would recommend their organization as a good place to work (81 percent vs. 39 percent).

“A supportive culture and supervisor, the availability of adequate paid time off, effective work-life policies and practices, and psychological issues like trust and fairness all play a major role in how employees achieve maximum recharge,” Ballard says. “Much of that message comes from the top, but a culture that supports time off is woven throughout all aspects of the workplace.”

SOURCE:
Kuehner-Hebert, K (13 July 2018) "A vacation can't undo the damage of a stressful work environment" [Web Blog Post]. Retrieved from https://www.benefitspro.com/2018/07/02/a-vacation-cant-undo-the-damage-of-a-stressful-wor/


3 Ways to Reshape How You Communicate About Benefits with Millennials

Communicating the benefit needs amongst generations and can cause confusion when keeping up with the satisfaction of your younger employees. Ensure millennial happiness with these tips on their unique benefit standards.


As two millennials ourselves, we know what most people think about Generation Y. Many use terms like “techy,” “entitled” and maybe even “lazy” to describe our generation.

But, the reality is today’s millennials are more global, civic-minded and, though you may not expect it,financially conscious than any other generation. And, according to the Pew Research Center, we now represent 35 percent of today’s workforce.

Millennials are also now getting married and starting families. And yes, purchasing more benefits products through their employers as a result.

As we millennials grow up, it’s important to reconsider how you communicate with us about benefits—because it’s a lot different than how you’ve communicated with other employees in the past.

For example, consider your Gen X and Baby Boomer employees for a moment. When you communicate about benefits with them, it’s relatively straightforward. You probably use tools like email, in-person meetings, flyers and newsletters. And messaging probably revolves around safety, reducing risk and explaining the finer points of the benefits themselves.

But when you’re talking about benefits to millennials, things should be a little different. We’re more digitally fluent than other generations. We’re demanding more flexibility—in our work and family lives. And, we’re increasingly cost-conscious.

It’s a different approach. And, we want to talk about three key ways you can start to reshape how talk with millennials more effectively when it comes to benefits:

For millennials, it’s all about the emotion and sense of responsibility.One of the most interesting findings we’ve picked up over the last few years when communicating with millennials has been to focus messaging on making an emotional connection. Highlight the peace of mind benefits will provide. Discuss the fact that purchasing benefits like disability, life and critical illness insurance through their employer is the right, and responsible, thing to do.

In a recent survey conducted on behalf of Trustmark Voluntary Benefit Solutions “providing peace of mind” was the number one reason millennials gave for why they enrolled in key benefit areas. While this was true across all generations in the study, millennials chose “it’s the responsible thing to do” more than others as a secondary reason for purchase. That emotional connection tied in with responsibility is absolutely key when talking to this demographic.

Millennial stereotypes don’t apply.If you’re communicating with millennials, most people would think digital technologies like text messages and social media would be the way to go. However, that’s not the case. According to Trustmark research, millennials listed “meeting in person” and “calling a representative” as their top preferred channels for communicating during enrollment periods—followed by digital communications channels. Surprising, right? It probably shouldn’t be, given millennials’ desire for more personalization in multiple facets of their lives.

Value, convenience and high-level messaging are key.Through our research, we found that millennials react favorably to messaging around value and convenience—so be sure to hit on those points throughout the enrollment process. For instance, explain why coverage is needed or why an employer-paid policy is not enough. Talk about benefit policy costs in comparison to other low-cost items, like a daily cup of coffee. Discuss the value of employer contributions—and what those contributions can mean to millennials’ bottom lines. Also, make sure to share the convenience and ease of payroll deductions; how their employer is simplifying things by making the deduction and payment for them.

Finally, remember, when it comes to benefits, millennials aren’t as concerned about the details of their insurance plans. They want to understand the basics—what’s covered, how much it costs, and why they might consider a specific offering over another. Resist the urge to focus on the fine print, and keep messaging at the higher levels.

Magic number 3

One more thing that may help reshape your approach to communicating with millennials: The number three. That’s the minimum number of times you should be communicating with millennials during your enrollment process. Our research found that employees remembered and appreciated benefits more when they saw three or more distinct communications. In fact, 72 percent of employees who received three types of benefits communication rate themselves “likely” or “very likely” to recommend their employer based specifically on their benefits program.

Does that help give you some ideas for how to reshape your approach to communicating with millennials about benefits? Overall, just make sure to remember that we millennials are looking for personal and professional offerings from our employers that are unique to us—including benefits. And be sure you’re ready to talk with millennials using the right messaging, the right tools and the right cadence to ensure success.

SOURCE:
Dahlinger, M and Moser, C (27 June 2018) " 3 ways to reshape how you communicate about benefits with millennials" [Web Blog Post]. Retrieved from https://www.benefitspro.com/2018/06/27/3-ways-to-reshape-how-you-communicate-about-benefi/


How faking your feelings at work can be damaging

Putting up a fake smile on Monday morning is sometimes unavoidable. There could be consequences to carrying a heavy emotional labor load to get over the Monday Blues.


Imagine yourself 35,000 feet up, pushing a trolley down a narrow aisle surrounded by restless passengers. A toddler is blocking your path, his parents not immediately visible. A passenger is irritated that he can no longer pay cash for an in-flight meal, another is demanding to be allowed past to use the toilet. And your job is to meet all of their needs with the same show of friendly willingness.

For a cabin crew member, this is when emotional labour kicks in at work.

A term first coined by sociologist Arlie Hochschild, it’s the work we do to regulate our emotions to create “a publicly visible facial and bodily display within the workplace”.

Simply put, it is the effort that goes into expressing something we don’t genuinely feel. It can go both ways – expressing positivity we don’t feel or suppressing our negative emotions.

Unhelpful attitudes such as ‘I’m not good enough’ may lead to thinking patterns in the workplace such as ‘No-one else is working as hard as I seem to be’ or ‘I must do a perfect job’, and can initiate and maintain high levels of workplace anxiety -  Leonard

Hochschild’s initial research focused on the airline industry, but it’s not just in-flight staff keeping up appearances. In fact, experts say emotional labour is a feature of nearly all occupations in which we interact with people, whether we work in a customer-facing role or not. The chances are, wherever you work, you spend a fair portion of your working day doing it.

When research into emotional labour first began, it focused on the service industry with the underlying presumption that the more client or customer interaction you had, the more emotional labour was needed.

However, more recently psychologists have expanded their focus to other professions and found burnout can relate more closely to how employees manage their emotions during interactions, rather than the volume of interactions themselves.

Perhaps this morning you turned to a colleague to convey interest in what they said, or had to work hard not to rise to criticism. It may have been that biting your lip rather than expressing feeling hurt was particularly demanding of your inner resource.

But in some cases maintaining the façade can become too much, and the toll is cumulative. Mira W, who preferred not to give her last name, recently left a job with a top airline based in the Middle East because she felt her mental wellbeing was at stake.

In her last position, the “customer was king”, she says. “I once got called 'whore' because a passenger didn't respond when I asked if he wanted coffee. I’d asked him twice and then moved to the next person. I got a tirade of abuse from the man.”

“When I explained what happened to my senior, I was told I must have said or done something to warrant this response… I was then told I should go and apologise.”

“Sometimes I would have to actively choose my facial expression, for example during severe turbulence or an aborted landing,” she says. “Projecting a calm demeanour is essential to keep others calm. So that aspect didn't worry me. It was more the feeling that I had no voice when treated unfairly or extremely rudely.”

During her time with the airline, she encountered abuse and sexism – and was expected to smile through it. “I was constantly having to hide how I felt.

Over the years and particularly in her last role, handling the stress caused by suppressing her emotions became much harder. Small things seemed huge, she dreaded going to work and her anxiety escalated.

“I felt angry all the time and as if I might lose control and hit someone or just explode and throw something at the next passenger to call me a swear word or touch me. So, I quit,” she says.

She is now seeing a therapist to deal with the emotional fallout. She attributes some of the problems to isolation from family and a brutal travel schedule, but has no doubt that if she hadn’t had to suppress her emotions so much, she might still be in the industry.

Mira is not alone. Across the globe, employees in many professions are expected to embrace a work culture that requires the outward display of particular emotions – these can including ambition, aggression and a hunger for success.

The way we handle emotional labour can be categorised in two ways – surface acting and deep acting

A few years ago, the New York Times wrote a “lengthy piece about the “Amazon Way”,describing very specific and exacting behaviour the retail company required of its employees and the effects, both positive and negative, that this had on some of them. While some appeared to thrive in the environment, others struggled with constant pressure to show the correct corporate face.

“How we cope with high levels of emotional labour likely has its origins in childhood experience, which shapes the attitudes we develop about ourselves, others and the world,” says clinical and occupational psychologist Lucy Leonard.

“Unhelpful attitudes such as ‘I’m not good enough’ may lead to thinking patterns in the workplace such as ‘No-one else is working as hard as I seem to be’ or ‘I must do a perfect job”, and can initiate and maintain high levels of workplace anxiety,” says Leonard.

Workers are often expected to provide good service to people expressing anger or anxiety – and may have to do this while feeling frustrated, worried or offended themselves.

“This continuous regulation of their own emotional expression can result in a reduced sense of self-worth and feeling disconnected from others,” she says.

Hochschild suggests that the way we handle emotional labour can be categorised in two ways – surface acting and deep acting – and that the option we choose can affect the toll it takes on us.

Take the example of a particularly tough phone call. If you are surface acting you respond to the caller by altering your outward expression, saying the appropriate things, listening while keeping your actual feelings entirely intact. With deep acting you make a deliberate effort to change your real feelings to tap in to what the person is saying – you may not agree with the manner of it but appreciate the aim.

Both could be thought of as just being polite but the latter approach – trying to emotionally connect with another person’s point of view – is associated with a lower risk of burnout.

Jennifer George’s role as a liaison nurse with a psychiatric specialism in the Accident & Emergency department at Kings College London Hospital puts her at the sharp end of health care. Every day she must determine patients’ needs – do they genuinely need to be admitted, just want to be looked after for a while or are they seeking access to drugs?

“It’s important to me that I test my own initial assumptions,” she says. “As far as I can, I tap into the story and really listen. It’s my job but it also reduces the stress I take on.”

“Sometimes I’ll have an instinctive sense that the person is trying to deceive, or I can become bored with what they’re saying. But I can’t sit there and dismiss something as fabrication and I don’t want to.”

This process can be upsetting, she says. Sometimes she has to say no “in a very direct way”, and the environment can be noisy and threatening. “I stay as much as I can true to myself and my beliefs. Even though I need to be open to what both fellow professionals and would-be and genuine patient cases say to me, I will not say anything I don’t believe and that I don’t believe to be right. And that helps me,” she says.

When things get tough, she talks to colleagues to unload. “It’s the saying it out loud that allows me to test and validate my own reaction. I can then go back to the person concerned,” she says.

Ruth Hargrove, a former trial lawyer based in California, also faces tricky interactions in her work representing San Diego students pro bono in disciplinary matters. “Pretty much everyone you are dealing with in the system can make you labour emotionally,” she says.

One problem, says Hargrove, is that some lawyers will launch personal attacks based on any perceived weakness – gender, youth – rather than focusing on the actual issues of the case.

“I have dealt with it catastrophically in the past and let it eat at my self-esteem,” she says. “But when I do it right, I realise that I can separate myself out from it and see that [their attack] is evidence of their weakness.”

Rather than refuting specific, personal allegations, she simply sends back a one-line email saying she disagrees. “Not rising to things is huge,” she says. “It’s a disinclination to engage in the emotional battle that someone else wants you to engage in. I keep in sight the real work that needs to be done.”

Those who report regularly having to display emotions at work that conflict with their own feelings are more likely to experience emotional exhaustion

Hargrove also has to deal with the expectations of clients who believe – sometimes unrealistically – that if they have been wronged, justice will prevail. She understands their feelings, even as she has to set them straight.

“I empathise here, as a parent, with their thought that there should be a remedy, even when I know it’s not going to be achievable. It helps me that this feeling is also true to me.”

Remaining true to your feelings appears to be key – numerous studies show those who report regularly having to display emotions at work that conflict with their own feelings are more likely to experience emotional exhaustion.

Of course, everybody needs to be professional at work and handling difficult clients and colleagues is often just part of the job. But what’s clear is that putting yourself in their shoes and trying to understand their position is ultimately of greater benefit to your own well-being than voicing sentiments that, deep down, you don’t believe.

Leonard says there are steps individuals and organisations can take to prevent burnout. Limiting overtime, taking regular breaks and tackling conflict with colleagues through the right channels early on can help, she says, as can staying healthy and having a fulfilling life outside work. A “climate of authenticity” at work can be beneficial.

“Organizations which allow people to take a break from high levels of emotional regulation and acknowledge their true feelings with understanding and non-judgemental colleagues behind the scenes tend to fare better in the face of these demands,” she says.

Such a climate can also foster better empathy, she adds, by allowing workers to maintain emotional separation from those with whom they must interact.

Where it is possible, workers should be truly empathetic, be aware of the impact the interaction is having on them and try to communicate in an authentic way. This, she says, can “protect you from communicating in a disingenuous manner and then feeling exhausted by your efforts and resentful of having to fake it”.

SOURCE:
Levy, K (25 June 2018) "How faking your feelings at work can be damaging" [Web Blog Post]. Retrieved from http://www.bbc.com/capital/story/20180619-why-suppressing-anger-at-work-is-bad


7 wellness program ideas you may want to steal

Need more energy and excitement in your office? Keep your employees healthy and motivated with these fun wellness program ideas.


Building your own workplace wellness program takes work–and time–but it’s worth it.

“It’s an investment we need to make,” Jennifer Bartlett, HR director at Griffin Communication, told a group of benefits managers during a session at the Human Resource Executive Health and Benefits Leadership Conference. “We want [employees] to be healthy and happy, and if they’re healthy and happy they’ll be more productive.”

Bartlett shared her experiences building, and (continually) tweaking, a wellness program at her company–a multimedia company running TV outlets across Oklahoma –over the last seven years. “If there was a contest or challenge we’ve done it,” she said, noting there have been some failed ventures.

“We got into wellness because we wanted to reduce health costs, but that’s not why we do it today,” she said. “We do it today because employees like it and it increases morale and engagement.”

Though Griffin Communication's wellness program is extensive and covers more than this list, here are some components of it that's working out well that your company might want to steal:

  1. Fitbit challenge. Yes, fit bits can make a difference, Bartlett said. The way she implemented a program was to have a handful of goals and different levels as not everyone is at the same pace-some might walk 20,000 steps in a day, while someone else might strive for 5,000. There are also competition and rewards attached. At Griffin Communications, the company purchased a number of Fitbits, then sold them to its employees for half the cost.
  2. Race entry. Griffin tries to get its employees moving by being supportive of their fitness goals. If an employee wants to participate in a race-whether walking or running a 5k or even a marathon, it will reimburse them up to $50 one time.
  3. Wellness pantry. This idea, Bartlett said, was "more popular than I ever could have imagined." Bartlett stocks up the fridge and pantry in the company's kitchen with healthy food options. Employees then pay whole sale the price of the food, so it's a cheap option for them to instead of hitting the vending machine. "Employees can pay 25 cents for a bottled water or $1.50 for a soda from the machine."
  4. Gym membership. "We don't have an onsite workout facility, but we offer 50 percent reimbursement of (employees') gym membership cost up to a max of 200 per year," she said. The company also reimburses employees for fitness classes, such as yoga.
  5. Biggest Loser contest. Though this contest isn't always popular among companies, a Biggest Loser-type competition- in which employees compete to lose the most weight-worked out well at Griffin. Plus, Bartlett said, "this doesn't cost us anything because the employee buys in $10 to do it." She also insisted the company is sensitive to employees. For example, they only share percentages of weight loss instead of sharing how much each worker weights.
  6. "Project Zero" contest. This is a program pretty much everyone can use: Its aim is to avoid gaining the dreaded holiday wights. The contest runs from early to mid- November through the first of the year. "Participants will weigh in the first and last day of the contest," Bartlett said. "The goal is to not gain weight during the holidays-we're not trying to get people to lose weight but we're just to not get them to not eat that third piece of pie."
  7. Corporate challenges. Nothing both builds camaraderie and encourages fitness like a team sports or company field day. Bartlett said that employees have basically taken this idea and run with it themselves- coming up with fun ideas throughout the year.

SOURCE:
Mayer K (14 June 2018) "7 wellness program ideas you may want to steal" [Web Blog Post]. Retrieved from https://www.benefitspro.com/2015/10/10/7-wellness-program-ideas-you-may-want-to-steal/