With the Advent of Remote Work, Is the ‘Sick Day’ Becoming Passé?

Do your remote workers take sick days when needed? With many employees working from home full time, the idea of a sick day could become out of date. Continue reading this post from SHRM to learn more.


Your advertising manager works from home full time. She has a nasty cold. But hey—she only needs to walk a few steps from her bedroom to her desk, can nap when she needs to and won't infect her colleagues. So she doesn't really need to take a sick day, right?

Well, she probably should, but as remote work continues to rise, workplace experts find that those who do their jobs from home are inclined to stay on the clock while soldiering through colds, the flu and other maladies—in part because they don't want to appear to be taking advantage of their work-from-home benefit.

"Remote workers find it hard to integrate work with the rest of their life because it is so easy to overwork and even plow through your work while you are sick," said Jeanne Meister, founding partner of Future Workplace, a New York City-based HR executive network and research firm. "If you are only traveling from your bedroom to your home office, remote workers may rationalize, 'What harm can be done if I work while I am sick? At least I'm not contagious.' "

In addition, the advent of remote working has introduced another trend: managers suggesting that onsite employees work from home when they're sick.

"It's no secret that many [workplaces] have cultures that encourage the 'always-on' mentality," said Erica Denner, head of people and culture at YouEarnedIt/HighGround, an Austin, Texas-based company that focuses on employee recognition, rewards and performance management. "In my experience, I've found that because of this, employees at these organizations can find it difficult to ask for time off when they're sick and are often encouraged to work from home instead."

Circumstances Matter

Thanks to technology that facilitates remote work, there are instances when working during what otherwise would have been a sick day may actually be a win for the employee and employer.

"There are all kinds of reasons to take sick days," said Ellen Galinsky, president of the Families and Work Institute and a senior research advisor for the Society for Human Resource Management. "If employees have a condition that affects their ability to be mobile, like a broken bone or torn tendon, they might have to take a sick day if they work in a traditional workplace because travel to work would be difficult, but they could easily work at home. I can think of other such illnesses, such as having something contagious and not wanting to infect others but feeling good enough to work or being postoperative and being able to work in short spurts. Working at home could be ideal for that."

Consider U.S. Supreme Court Justice Ruth Bader Ginsburg, who recovered from cancer surgery at home but nonetheless heard arguments in a case before the court. A court spokesperson said Ginsburg would participate "on the basis of briefs, filings and transcripts," CNBC reported.

But if working while ill prevents an employee from fully resting and recuperating, this will likely hinder performance—and even future productivity and morale.

"If an employee is really sick, he or she might power through and get a few things done but might not do them well," Galinsky said.

Working through your cold, sore throat or flu not only can lead to a decline in physical well-being but "also can present mental health challenges," Meister said.

Contractors, or so-called gig workers, in particular, may be wary of taking sick time. Lacking job security, they may fear that doing so would make them appear dispensable to their employers.

What Employers Can Do

To discourage employees from avoiding sick days because they're working remotely:

Communicate to employees that you expect them to take time off when they're sick. Or, encourage them to be open about how much work, if any, they feel they can accomplish. "If you can't produce high-quality work, even from the comfort of your own home, when you're under the weather, relay that message to your manager," Denner said. "If they value your contributions and are a good supervisor, they will understand and step in to help until you're feeling better."

At YouEarnedIt/HighGround, workers are asked to make it clear when they are out sick and unavailable. This includes setting up not only the typical out-of-office notification by e-mail but also notifications across productivity platforms the company uses, such as Slack. "It's remarkable how effective turning on the 'out sick' emoji in Slack is in terms of alerting colleagues you need time to recover," Denner said. "When employees are out on a longer-term medical leave, we actually remove their technology access so they can't check e-mails or Slack. This way, the employee doesn't feel guilty or obligated to respond to messages."

Talk about the importance of taking sick days for one's physical and mental well-being. Bring up the topic during all-hands meetings with onsite as well as remote workers. In benefits materials and handouts, address the importance of taking sick days.

Ensure that managers and executives take sick days themselves. When a boss shows up at a meeting sniffling and coughing, she sends the clear message that work is too important to be interrupted by illness. And that only leaves her subordinates feeling guilty if they take sick days.

"We've found that [modeling sick-day behavior] actually goes a long way in not just encouraging our employees to do the same, but also in further solidifying a culture of trust and respect," Denner said.

Encourage remote workers to take time for themselves even when they're healthy—such as taking a midday break—and reinforce how this is important for their well-being and productivity.

SOURCE: Wilkie, D. (6 February 2019) "With the Advent of Remote Work, Is the ‘Sick Day’ Becoming Passé?" (Web Blog Post). Retrieved from https://www.shrm.org/resourcesandtools/hr-topics/employee-relations/pages/remote-workers-and-sick-days-.aspx


It might be time for a financial wellness checkup

Are your employees stressed about personal finances when they’re at work? Studies show that forty-six percent of employees spend two to three hours per week at work dealing with personal finances. Continue reading to learn more.


We’ve all seen the infamous statistics — 56% of American workers struggle financially, 75% live paycheck to paycheck. A majority of Americans can’t come up with $1,000 for an emergency.

It is quite obvious that financial worries have a massive impact on happiness and stress levels, but what business owners, executives and human resource professionals understand is that this lack of financial wellness in the U.S. has a devastating effect on worker productivity, and therefore, employers’ bottom lines.

Employees who spend time during their day worried about bills and loans are less focused on getting their work done. In fact, a staggering 46% of employees spend, on average, two to three hours per week dealing with personal finance issues during work hours. So what can employers offer their workers to help them become more financially sound?

There are a number of ways to help employees improve their financial well-being – including utilizing the help of a financial wellness benefit platform – but at the very least, there are three major benefits that every business should employ if they want a stress-free and productive workforce.

Savings, investment and retirement solutions. Offering employees the ability to automatically allocate their paychecks into savings, investment and retirement accounts will help them more effectively meet their financial goals without worrying about moving money around. These types of programs should allow employees to make temporary or permanent changes at any time to reflect any immediate changes that may occur in their life.

Credit solutions and loan consolidation. Having a reliable source of credit is extremely important, but access to it can also be dangerous for big spenders. Employers should guide workers towards making informed financial decisions and teach them how to use credit wisely. Employers need to be able to refer employees to affordable and trusted sources for things like credit cards, short-term loan options and mortgages, so employees don’t have to spend time doing the research for themselves (or worse, potentially becoming victims of fraud). Companies should also offer resources that teach employees how to organize their finances to pay their debt off on time without accumulating unnecessary interest or fees.

Insurance (not just health). While many large companies offer the traditional health, dental, vision, disability and life insurance, employers should also be offering resources that give easy access to vehicle, home, renters, boat, pet and other common insurance products. Some insurance carriers even offer volume discounts, so if a large percentage of employees in an organization utilize pet insurance, everyone can save some money.

While it is important for employers to offer these benefits, it is also important to follow up with employees and make sure they are utilizing all of the benefits they have access to. Sometimes people can have too much pride or can be afraid to ask for financial help. The use of these programs should be talked about, encouraged and even rewarded.

Justifying the investment in these benefits is simple. Employers want to increase productivity, and employees want to be more financially sound. The workplace is evolving and so is the workforce, so while you look to add benefits like 401(k), work from home, summer Fridays, gym memberships and free lunch, don’t forget about the financial wellness of the people you employ. Maybe next year, you will see that your workers are focused less on their college loans and are able to put more effort into growing your business.

SOURCE: Kilby, D. (2 January 2019) "It might be time for a financial wellness checkup" (Web Blog Post). Retrieved from https://www.benefitnews.com/opinion/it-might-be-time-for-a-financial-wellness-checkup?feed=00000152-a2fb-d118-ab57-b3ff6e310000


Want to fight employee burnout? Focus on well-being

Do your employees feel good and like they're living with a sense of purpose while at work? Employees with higher well-being tend to feel more committed to their organization and tend to be more productive. Read this blog post to learn more.


Well-being can be described as feeling good and living with a sense of purpose. When employees have higher well-being, they’re more likely to be productive, energized and engaged in their work, as well as feel more committed to their organization. It’s what all leaders want for their employees. But can there be such a thing as too engaged? Can a super high level of engagement actually leave employees susceptible to burnout?

New research shows that burnout is real — and it can happen to anyone. But the saddest part is that the people it affects the most are people that care the most. In other words, your most dedicated people. It happens when highly engaged employees have increasingly low well-being due to overwhelming job pressures, work overload and a lack of manager or organizational support. Prolonged exposure to chronic emotional and interpersonal stressors on the job can lead to exhaustion, cynicism and inefficacy — even for people who are all in at work. Ultimately, these top-performing, highly-engaged employees will leave — or worse, the burnout will spread to other employees causing a toxic fire across your company. The good news is that burnout is totally preventable. You just have to know where to start.

Employee burnout is actually more a problem with the company than with the person. Both the root causes and the best solutions start at the organizational level. This doesn’t mean we should stop building emotional skills like mindfulness, resilience and fitness. But it does mean that in order to solve for burnout at your company — or at least extinguish the flames — the organization is driving the bus.

Here are four ways employers can take action by focusing on well-being to extinguish employee burnout.

1. Help employees connect to their purpose. Today, more employees are looking for real meaning and purpose in their work. Whether it’s a connection to a greater mission or following personal passions, purpose-driven employees give more and feel more fulfilled in doing so. In addition to feeling an emotional connection to their work, a sense of purpose also connects them to the company and ultimately affects their well-being and engagement. In fact, according to a study by Deloitte, 73% of employees who say they work at a “purpose-driven” company are engaged, compared to just 23% who say they don’t.

Helping employees connect to their purpose is key for burnout prevention. Focus on effective communication that linearly connects each employee’s work to the company’s mission. Set clear goals to continue to support employees in not only finding their purpose but staying connected to their purpose.

2. Foster a well-being mindset. We’re all wired differently — and that’s even more apparent when it comes to the workplace. How people think about stressful situations has an impact on their ability to handle and recover from them. For example, an employee who fears conflict versus an employee who takes it head on are going to have different reactions and recovery times.

As a leader or manager, when you know how people think about stress, you can help them cope with it and prevent burnout. Avoid organizational consequences such as absenteeism or turnover by communicating and encouraging positivity, self-care and weaving well-being into daily tasks.

3. Promote social support and connectedness. At the core, people want to rely on people. Support from an employee’s peers can mean everything. In fact, social support impacts stress, health, well-being and engagement — and ultimately, people feel better and have higher well-being when they feel connected to others. It’s more than a like on a community feed or high-five in the hallway — putting social connections at the forefront of your people strategy or employee engagement program can make a real impact.

Social connections like a company community feed, women in the workplace group or lunch buddies paired up across different departments helps employees get the support they need and guards against burnout.

4. Invest in tools to combat burnout. People who push themselves without taking breaks have a greater chance of being unproductive and burning out. Recovery time from workplace stress is key. Whether physically or mentally, everyone needs a break to recover — it’s natural to need to recharge and refresh. Even small recovery times or breaks can help people deal with the symptoms of burnout. And there are great new tools to make it easy to schedule and take a vacation and “hit refresh” with the full support of your company.

Make well-being a priority to reduce stress by investing in technology that can help you spot burnout, adjust workloads and have awareness of your employees’ stress levels. Take the Limeade burnout risk indicator for example. It allows leaders to see the risk levels for specific groups, and automatically target science-based activities to improve well-being and avoid cynicism (and worse).

When it comes to burnout in the workplace — you can tackle the symptoms to prevent top performers from burning out. Don’t make the mistake of misinterpreting burnout as disengagement. It’s time to take responsibility for burnout and take action at every level.

SOURCE: Albrecht, H. (31 December 2018) "Want to fight employee burnout? Focus on well-being" (Web Blog Post). Retrieved from https://www.benefitnews.com/opinion/want-to-fight-employee-burnout-focus-on-wellbeing?feed=00000152-a2fb-d118-ab57-b3ff6e310000


Viewpoint: Why Respect, Dignity and Kindness Are Foundational Workplace Principles

Have you taken steps to establish a hostility-free workplace? Businesses who start focusing on the state of their workplace will better position themselves for the future. Continue reading to learn more.


SHRM has partnered with Security Management magazine to bring you relevant articles on key HR topics and strategies. 

This is the #MeToo era. The great wave of public accusations involving inappropriate conduct such as sexual harassment between managers, employees and co-workers has washed over U.S. workplaces, unsettling everything in its wake.

But sexual harassment is not the only conduct that can help turn a working environment hostile. Given this, employers who take action now to help establish and solidify a welcoming and hostility-free work environment will be better positioned for the future. Such actions can come in many forms, ranging from zero-tolerance anti-harassment policies and violence prevention training to diversity task forces and team-building exercises.

While they vary, these actions all benefit from a proactive approach. Opposing views and opinions are inevitable among a diverse workforce, but leaders of organizations should not wait until disruptive incidents break out before focusing on the state of the workplace environment. Instead, they can start immediately.

Respect and Dignity

Human resources is a team sport. No one HR manager, no matter how talented or knowledgeable, can completely shoulder the burden of protecting his or her firm from employee issues and litigation. A cohesive HR team, on the other hand, is positioned to tackle anything thrown its way. But when one gear gets out of whack, the whole team is affected and compromised.

Take, for example, how an entire company can be impacted by one disruptive manager. Sam's team was led by a small group of managers who worked well together; they collaborated to achieve goals and boost one another to success. However, a new manager, Chris, was brought on.

Chris had a markedly different type of attitude and leadership style. Chris was demanding and sometimes even yelled at employees in public. He occasionally disparaged another manager's directions to team members and would even threaten a firing in an attempt to improve performance.

A few months after this leadership transition, some employees began to leave Sam's team by choice. But those are not the only changes triggered by the new manager. Some of Sam's team members absorbed the negative qualities Chris exhibited, including degrading public chastisements, gossiping and expressing increased agitation in the office. Chris' overwhelming negativity threw a wrench into a once strong team and threatened to break it down into an unproductive group of individuals.

Before Chris took over, Sam's team members respected one another and successfully accomplished goals. Chris' harsh leadership eroded the members' respect and kindness, causing productivity to decrease and spirits to drop.

How can HR help make sure this type of situation is addressed and avoided? When building a team, it is important to establish respect, dignity and kindness as foundational principles. This will very likely increase productivity and reduce the risk of violent workplace behaviors. When employees feel respected and treated with dignity, they are more likely to treat co-workers and customers the same way. This creates a positive culture within the organization.

To facilitate this, HR should go beyond simply asking employees to be civil and respect one another. They should also explain how to do so, and demonstrate what civility means to the organization by providing examples of positive interactions.

Support the Company's Culture

During my time as a line manager, there were key opportunities for me to support the company culture. All managers can take advantage of the same opportunities, if their organizations are willing to provide them.

For example, orientation sessions are an opportunity for HR leaders to introduce themselves, their department and the values of the organization to those who are being onboarded. Time can be devoted to explaining appropriate workplace behavior through the use of scenario-based situations.

In addition, department team meetings offer opportunities for HR professionals to join in to discuss relevant issues and provide training through small group discussion or case study review. Team members can assess a situation and provide feedback on how it should have been appropriately handled. Using both positive and negative behaviors as examples will help employees understand the difference.

Open houses are another possible venue for educating discussions. HR may arrange with company leaders to have a time where employees stop by, ask questions and participate in discussions that help them understand their role as part of the larger effort to maintain a healthy, inclusive workplace.

Finally, it is important to remember that HR staff should help line managers serve as role models of appropriate behavior. If they are behaving badly by being rude, disrespectful or uncivil, how can HR expect them to help the organization promote a culture that values everyone?

In the end, HR cannot assume that people managers understand what is and is not appropriate. Setting expectations from the start, and clearly demonstrating how to positively act and show respect to co-workers is an effective way for HR to set the right tone—and a more active and effective approach than simply hoping for the best. This will have a ripple effect throughout the workforce, and it will help prevent future breaches of conduct from triggering a domino effect of disrespect, such as the one caused by Chris' behavior.

This article is adapted from Security Management magazine with permission from ASIS © 2018. All rights reserved.

SOURCE: Solon, R. (28 November 2018) "Viewpoint: Why Respect, Dignity and Kindness Are Foundational Workplace Principles" (Web Blog Post). Retrieved from https://www.shrm.org/ResourcesAndTools/hr-topics/employee-relations/Pages/Viewpoint-Why-Respect-Dignity-and-Kindness-Are-Foundational-Workplace-Principles.aspx


11 top workplace stressors

Thirty percent of survey respondents to a recent CareerCast survey listed deadlines as a top workplace stressor. Continue reading this blog post for more of the top workplace stressors.


With workplace stress leading to lower productivity and increased turnover, an important tool in an employer’s pocket is a working knowledge of what workplace stressors exist and how to help workers manage them. A new survey from CareerCast, a job search portal, finds these following 11 factors represent the most common stressors in any given profession.

The CareerCast Job Stress survey had 1,071 respondents who selected the most stressful part of their job from one of the 11 stress factors used to compile CareerCast’s most and least stressful jobs report.

11. Environmental conditions

2% of respondents say this is a leading contributor to workplace stress.

10. Travel

3% of respondents say this is a leading contributor to workplace stress.

9. Meeting the public

4% of respondents say this is a leading contributor to workplace stress.

8. Hazards encountered

5% of respondents say this is a leading contributor to workplace stress.

7. Life at risk

7% of respondents say this is a leading contributor to workplace stress.

6. Growth potential

7% of respondents say this is a leading contributor to workplace stress.

5. Working in the public eye

8% of respondents say this is a leading contributor to workplace stress.

4. Physical Demands

8% of respondents say this is a leading contributor to workplace stress.

3. Competitiveness

10% of respondents say this is a leading contributor to workplace stress.

2. Life of another at risk

17% of respondents say this is a leading contributor to workplace stress.

1. Deadlines

30% of respondents say this is a leading contributor to workplace stress.

For the full CareerCast report, click here.

SOURCE: Otto, N. (5 May 2017) "11 top workplace stressors" (Web Blog Post). Retrieved from https://www.employeebenefitadviser.com/slideshow/11-top-workplace-stressors?tag=00000151-16d0-def7-a1db-97f03af00000


Peer Support Strengthens Mental Health Offerings

Peer-support programs serve as an outreach for employees who are struggling with mental and emotional health problems. Read on to learn more about peer-support groups.


In workplace peer-support programs, employees are encouraged to talk to their co-workers before personal issues cascade out of control.

In peer support, employees who have experienced mental and emotional health challenges and learned to manage them help co-workers who are facing similar issues. It isn't meant to replace professional therapy but instead serves as an outreach to those who are struggling. Peers let their co-workers know they're not alone in dealing with mental and emotional health problems and encourage them to take advantage of counseling through an employee assistance program (EAP). Peers also provide ongoing support as employees work to resolve addiction, depression and other issues.

That's good for employees and good for the company, said Mike Weiner, EAP director for global consultancy EY, where peer counseling has proved successful. "It means people are more comfortable getting the care they perhaps had been uncomfortable reaching out for previously."

Two years ago, when the company introduced the peer-support program, it hoped for "a boost in people calling the employee assistance program to get support, and that's exactly what has happened," Weiner said.

EY is not alone. Other companies are creating peer-support systems for their workers.

"We have increased our EAP utilization and have decreased our sick leave, both short and long-term, related to mental health cases," said Lyne Wilson, assistant vice president for talent management at Nav Canada, a not-for-profit corporation that runs Canada's civil air navigation system. "There are employees who are at work today who [otherwise] would have gone out on sick leave, and we were able to prevent that."

Another Source of Support

Stéphane Grenier had served in the Canadian army for 29 years and was dealing with post-traumatic stress disorder and depression when a colleague's offer to talk opened the floodgates of inspiration. Grenier is the founder of Ottawa, Ontario-based consultancy Mental Health Innovations (MHI) and a past member of the Mental Health Commission of Canada.

Peer support at the worksite can help with issues that are no less debilitating just because they're common. "When you are getting a divorce, you are struggling emotionally. That is a mental health challenge," Grenier said.

As helpful as peer support can be, however, it should be considered part of an overall mental health benefits package that includes clinical expertise, he pointed out.

In the past two decades, large employers in the United States and Canada have "availed themselves of good employee assistance programs," Grenier said. Peer support "fast-tracks employees into the hands of care providers when they need it to ensure they get the best support available."

The problem is, he added, "people do not recover in their clinicians' office." In addition to health care and counseling with a professional therapist, "the third leg is to actually support people through the recovery process."

Nav Canada, an MHI client, launched a peer-support program called Light the Way in 2012. EY began its program, originally called r u ok?, in 2016. Other organizations contemplating peer support might look to these employers and their programs for best practices.

A Wider Scope

About a year ago, EY expanded its peer-support program beyond addiction and clinically designated mental illness (such as depression and anxiety) to cover emotional challenges, and it rebranded the program as We Care, Weiner said.

"We saw the rebranding as an opportunity to broaden the scope, and so we talk about issues like sleep, relationships and challenges that come up in the workplace," Weiner said the effort led to a 45 percent increase in calls to the EAP.

"That's a good thing," he said. "It doesn't mean there are more issues; it means people are more comfortable getting care."

Employers can customize the peer-support approach to fit their culture. In Nav Canada's case, trained employees who have gone through similar challenges provide support either in person or through a variety of communication technologies, Wilson said. The Nav Canada intranet includes contact and biographical information on each of the company's peer supporters.

"The description of their experience is written in their own words―whether they went through a marriage breakdown, child custody issues or whatever they dealt with," Wilson noted. "They struggled through that period of time, but they made it through and things are better for them."

Someone going through something similar can text or e-mail a supporter or, if they are in the same building, "just talk over coffee, and the peer supporter may just listen or may refer them to the EAP or a clinical professional, depending on the situation," Wilson explained.

At EY, employees companywide are trained to recognize when a colleague might be dealing with an emotional or mental health issue, and they are encouraged to act, such as by telling the colleague how the EAP can help, Weiner said.

He recognized that some might regard such action as "intrusive" and emphasized that peer supporters are instructed to be respectful.

Nav Canada convenes its 50 peer-support volunteers, divided into seven regions nationwide, at its Cornwall, Ontario, training center for a couple days every year to teach effective ways to reach out to colleagues and what is and isn't appropriate.

Worth the Cost

Annual costs for a company of 2,000 to contract with MHI to launch a peer-support program amounts to "a middle manager's salary," Grenier said.

Calculating whether a peer-support program is worth the cost is not an easy dollars-and-cents equation, however.

"I know [return on investment] comes up," Weiner said. "What's most important to me is that people are using the services. If people are getting help through the employee assistance program, that means they are getting help proactively before there is a very serious issue."

"You don't know what you're preventing," Wilson said. "It is an investment in creating a healthy [and] an engaged workforce."

"Anyone can implement this kind of program," Weiner added. "This is all on a voluntary basis; employees do this because they want to. The size of the program may be smaller at a smaller company, but anyone can do it."

SOURCE: Goth, G. (29 November 2018) "Peer Support Strengthens Mental Health Offerings" (Web Blog Post). Retrieved from https://www.shrm.org/resourcesandtools/hr-topics/benefits/pages/peer-support-strengthens-mental-health-offerings.aspx/


It’s Flu Season...Again

Employee absenteeism and productivity is affected when flu season hits. One step employers can take to combat the flu is by offering their employees the flu vaccine every year. Continue reading this blog post to learn more.


When flu season hits, absenteeism skyrockets and productivity drops. In a recent articleEmployee Benefit News points out that the first step is the "ounce of prevention,” the flu vaccine. Providing for vaccination can be a smart benefit to offer employees, and it requires navigating misinformation about the vaccine, motivating employees to act, and contending with supply issues. For employers who want to increase vaccination rates, experts suggest making the process more convenient or incentivizing getting a shot. On-site programs are more effective since they are not only more convenient but also allow employees to be motivated by seeing their coworkers getting the shot. Regardless of approach, careful planning – from scheduling to ordering to addressing employee concerns – can help an office place stay healthier.

Last year’s flu season was the worst on record, per the CDC. Shared spaces and devices make offices and workplaces perfect places for flu germs to spread. As an article in HR Dive shows, 40% of employees with the flu admit to coming to work and 10% attend a social gathering while sick. Should an employee contract the flu, employers need to have policies in place that empower and encourage workers to stay home when sick.

In “Threat of Another Nasty Flu Season Prompts Workplaces to Be Proactive,” Workforce echoes the importance of the flu shot and a no-tolerance policy toward sick employees coming to the office. Policies and a culture that encourages self-care overpowering through an illness can help foster calling in when needed. The article also reinforces other preventative behaviors like hand washing, staying home while feverish, and coughing into your elbow.

Read more:

HR’s recurring headache: Persuading employees to get a flu shot

40% of workers admit coming to work with the flu

Threat of Another Nasty Flu Season Prompts Workplaces to Be Proactive

SOURCE: Olson, B. (20 November 2018) "It’s Flu Season...Again" (Web Blog Post). Retrieved from http://blog.ubabenefits.com/its-flu-season...again


How To Stay Sane During The Holidays

The holiday season can be the most stressful time of the year for many people. Carrie Dorr, fitness and wellness expert, shares her best tips for remaining balanced, healthy and happy during the holidays in this blog post.


The holiday season can often be the most stressful time of the year. It's often when we gather with our family, sit through a performance review with our boss, and plan for the new year. One cannot help but feel a mix of joy and anxiety as they approach this time. If you're feeling the pressure of the next few weeks, you're not alone!

As fitness and wellness expert Carrie Dorr says, "When it comes to being healthy, few of us realize that mental well-being is key to holistic health and remaining balanced in busy times. Our social calendars can take a toll on our mental and physical health." As the founder of Life Smart, Carrie is a go-to online wellness guide dedicated to providing women with the tools they need to enhance their holistic health through fitness, nutrition, and mental care.

She shares her best tips for remaining balanced, healthy and happy during the holidays:

Fitness

Even a 5 or 10-minute workout can significantly improve your overall well-being both physically and mentally. As Carrie explains, "Exercise makes your body stronger and also stimulates the production of endorphins which combat stress."

If your schedule doesn't allow for workout classes or gym sessions, at the very least, make time to breathe and stretch—every day. "Breathing relaxes our nervous system and helps to lower both heart rate and blood pressure. Flexibility and range of motion are key to posture, dexterity, and vitality!" Carrie says. She recommends doing both together daily.

Last but not least, don't forget to put together a workout playlist. Music is a powerful motivator and can have an amazing impact on your exercise. From Carrie's experience, matching the song to the pace of your workout helps optimize it. Higher beats per minute (BPMs) for faster exercise like cardio and lower BPMs for slower exercise like strength training and yoga. Check out Carrie's playlist for this month here.

Nutrition

Snack well and often to keep your metabolism humming and to avoid binging. Keeping nutrient-dense snacks on-hand, such as nuts, is a good way to build the habit. Be sure to drink plenty of water throughout the day. Keep a bottle on your desk for a visual reminder.

"With cold and flu season, increased travel and exposure around more people over the holidays," Carrie says, "it’s important to eat foods that help boost your immune system so you can prepare for the cold and flu season ahead." Some examples include fruits and vegetables (they pack a serious antioxidant and fuel your body with the essential vitamins and minerals), bone broth (an amazing tonic that helps repair the gut lining and reduce inflammation) and meals seasoned with ginger, turmeric, onions or garlic (they are well-known fighters of infection, bugs and bacteria).

Another key aspect of your nutrition is your sugar intake. As refined sugar tends to alter your immune system for hours after consumption, it makes you more vulnerable to germs. Replace high-sugar treats such as soda, candy bars and cupcakes with slices of apples, pear or a cup of blueberries. If you're really craving one of those sweets, Carrie recommends trying out healthy cookie recipes here.

Mental health

Anticipating losing sleep? Do not let that happen! It's essential for your body to repair itself and while most of us love to do it, there are times when insomnia will creep in. To reduce the anxiety and pressure around sleep, Carrie finds it helpful to maintain an evening practice that sets the stage for a relaxing night. Write down five wins (big or small) of the day before bed in a journal. What's a better way to enhance your mood?

Surprisingly, another way to feel good about yourself is to put your time and energy in service to others. Do something kind for another person without expectations. "Kindness can shift you out of your own singular perspective, where it’s easy to be consumed by personal obligations and problems, into a place where you remember that we are all in this together!" Carrie Says. There are so many simple ways to do this on an ongoing basis and even more opportunities around the holidays. Among other things, you can adopt a family for gift-giving, help feed the homeless in your community or visit the elderly at a local senior center and sing with them.

Most importantly, during the holidays, be sure to have FUN! If you are feeling overwhelmed by the season, shift your focus to the memories that await you. Plan out some seasonal things to do: go see a local play, bake cookies, play holiday songs on the piano, or be goofy with friends in public and laugh. A little laughter goes a long way.

SOURCE: Joseph, S. (2 December 2018) "How To Stay Sane During The Holidays" (Web Blog Post). Retrieved from https://www.forbes.com/sites/shelcyvjoseph/2018/12/02/how-to-stay-sane-during-the-holidays/#596473932750


Counting sleep: New benefit encourages employees to track their shut-eye

The Centers for Disease Control and Prevention (CDC) reports that about one-third of U.S. adults reported getting less than the recommended amount of sleep. Read on to learn about a new benefit employees are using to track their sleep.


It’s one of employers’ recurring nightmares: Employees aren’t getting enough sleep — and it’s having a big impact on business.

Roughly one-third of U.S. adults report that they get less than the recommended amount of rest, which is tied to chronic health issues including Type 2 diabetes, heart disease, obesity and depression, the Centers for Disease Control reports.

That lack of sleep is also costing businesses approximately $411 billion a year in lost productivity, according to figures from global policy think tank RAND Corporation.

But one company thinks it has a solution to the problem: A new employee benefit that helps workers track, monitor and improve sleep.

Welltrinsic Sleep Network, a subsidiary of the American Academy of Sleep Medicine, this month launched an online sleep wellness program to help workers get more out of their eight hours of shuteye. Employees use the online tool to create a sleep diary, which tracks the quantity and quality of rest, says Dr. Lawrence Epstein, president and CEO of Welltrinsic. Employees manually log their time or upload data from a fitness tracker, like a Fitbit, to the platform.

Employers can offer the program as a benefit to complement broader wellness initiatives. The program allows companies to track how often an employee uses the platform and offer incentives like days off or reduced health insurance premiums if they are consistent, Epstein says. Welltrinsic charges an implementation fee to set up a company’s account, plus a per-user fee determined by the number of participants.

“Sleep affects a lot of aspects of how people feel about their work and their productivity,” Epstein says. “If you can help improve their health and morale, it will help with retaining staff.”

Epstein says lethargic workers are more likely to miss work or not be productive when they are in the office. But there are actionable ways employees can improve the quality of their rest, he adds.

Welltrinsic’s program gives employees a comprehensive review of their sleep. Then employees set a sleep goal — the goal can be as simple as getting to bed at a particular time or improving sleep quality. After employees have logged their data, Welltrinsic provides them with custom tips for improving sleep, which may include reducing light exposure or increasing mindfulness and relaxation.

Still, sometimes an employee may have a more serious issue, Epstein says. If numerous efforts to improve a nighttime ritual have fallen short, an employee may need to be examined for a sleep disorder, he explains. To that end, the program also offers sleep disorder screening tools. If it appears an individual is at risk for a disorder, Welltrinsic provides workers with a list of specialists who can help.

“If we feel they are at risk for a sleep disorder, we can direct them to somebody close to them who will be able to address their problem,” Epstein adds.

The American Academy of Sleep Medicine is providing Welltrinsic’s sleep program as a benefit to its own roughly 60 workers. Meanwhile, Epstein says Welltrinsic recently engaged in a beta test of the program with multiple employers but did provide additional names.

“It’s a way that they can help motivate their employees to improve their own health,” he says.

Epstein doesn’t think that employees are aware that they aren’t getting enough sleep — ­and demanding work schedules aren’t helping. He’s hoping the program will help people realize that sometimes they need to turn off their email and take a rest.

“We are built to spend about a third of our lives sleeping, and there are consequences for not doing that,” he says. “Hopefully this helps get that message and information out to people.”

SOURCE: Hroncich, C. (20 November 2018) "Counting sleep: New benefit encourages employees to track their shut-eye" (Web Blog Post). Retrieved from https://www.employeebenefitadviser.com/news/counting-sleep-new-benefit-encourages-employees-to-track-their-shut-eye?brief=00000152-1443-d1cc-a5fa-7cfba3c60000


Don't Mistake Perks for Corporate Culture

Employee perks are great but they shouldn't be mistaken for corporate culture. Read on to learn about the difference between great perks and great culture.


Too often, companies confuse perks and culture. Leaders think that to create a great culture, they should go purchase ping-pong and pool tables, get a keg for the office or offer four-day workweeks. But these are all perks, not culture, which are two very different things. If a company only focuses on adding flashy perks, they may attract an employee, but they won’t retain them.

Don’t get me wrong, perks are great, but if there are beanbag chairs and no one likes each other, that doesn’t accomplish much. Allowing your employees to bring dogs to work is a perk. Texting an employee after they had to put their dog down is culture.

Culture is made up of emotion and experiences. It’s the intangible feelings created by tangible actions. It’s about caring for your people and creating a sense of community that allows employees to feel connected to something bigger than their individual role. It’s allowing them to feel comfortable to be themselves. Culture is creating an experience that employees wouldn’t otherwise be able to have. It’s spending the time to actually listen and support them in their personal lives, both good and bad. It’s about asking for their opinion and then acting on the feedback.

Perks are short-term happiness. They will attract talent, but if companies aren’t investing in professional and personal development, if they’re not willing to spend the time listening and gauging individual motivators, if there is a lack of empathy for an employee who is struggling with a personal issue, the employee will leave as soon as they are offered a higher paycheck elsewhere. It’s like a relationship: If all you get are flashy gifts from your significant other without any emotional investment or support, it will fizzle.

Culture is transparency, and that is a two-way-street. If leaders expect their staff to be transparent, they too have to be transparent with their staff. They stand up in front of their co-workers and share their mistakes that have cost money, damaged confidence and produced tears and heartache. They share mistakes to show employees, new and old, that if you are running 100 mph, mistakes will happen, but the future success will overshadow them. That you can learn from them.

What about the companies that have their core values of integrity and honesty painted on their walls, but when influential employees go against them, they’re not penalized? That’s fake. Culture is when leadership removes someone from the organization who is bringing others down regardless of them being the company’s top producer. They are dismissed because that is the right thing to do for the team.

Culture is holding people accountable. Pushing them to be better. Training them to learn how. Developing their skills and then allowing them to execute the directives. When people are challenged and pushed and they become better, you are establishing culture.

Building a culture is hard work. It’s not a one-month or one-year initiative. The truly great places to work—the ones that get all the recognition and accolades—didn’t start investing in employees for the awards. The awards were ancillary.

An employee who thinks of jumping ship can compare perks easily, but culture is much harder to evaluate. Instead of focusing on temporary benefits, leaders should focus on creating an environment which makes your company hard to leave.

SOURCE: Gimbel, T. (14 November 2018) "Don't Mistake Perks for Corporate Culture" (Web Blog Post). Retrieved from https://blog.shrm.org/blog/dont-mistake-perks-for-corporate-culture

Originally posted on LaSalle blog.