“ Low pay , long hours and lack of opportunity for growth or advancement were the factors most commonly cited as contributing to workplace stress …”
Create a psychologically healthy workplace . Nearly nine in 10 ( 87 percent ) of employees believe that employer action would help their mental health . Most frequently , employees cited offering flexible hours ( 34 percent ), encouraging employees to take care of their health ( 32 percent ), encouraging employees to use paid time off ( 30 percent ) as ways employers can help . Get employees involved wherever possible . Just under half ( 48 percent ) of employees say a lack of involvement in decisions contributes to stress in the workplace . That figure is up from 39 percent in 2019 , suggesting that employees want to have more say in how things are done at work . Think about motivation differently . The APA cites two types of stressors experienced in the workplace . Hindrances are stressors that are out of an employee ’ s control but feel like barriers to performance . These include red tape , a lack of resources and conflicting goals . Challenges , meanwhile , are stressors that can be overcome by employees as they grow and improve in their jobs . Challenges motivate and fulfill employees , while hindrances are likelier to lead to burnout . This last suggestion is crucial , as it demonstrates that a psychologically healthy workplace does not mean lowering expectations for employees or eliminating all stress from the workplace . Neither of those options is realistic when running a business . But if employers can recognize the difference between stressors that grind down employees and those that inspire them to face new challenges and grow in the process , they are likelier to foster a culture that employees see as inviting and invigorating , a key ingredient to successful recruiting and retention .
Though life during the pandemic looks much different as we enter 2022 than it did at this time last year , its effects on mental health — and thus the workplace — are still very much a concern . But by doing whatever is possible to combat low engagement , stress and burnout , spa leaders can set their teams on a different path — one that prioritizes growth and autonomy and reaps the rewards of a confident , trusted team . n
ACCORDING TO GALLUP ’ S RECENT STUDY , State of the Global Workforce , employees are likely to be engaged “ when their basic needs are met and when they have a chance to contribute , a sense of belonging and opportunities to learn and grow .” Here ’ s how they define employee engagement :
Engaged employees are highly involved in and enthusiastic about their work and workplace . They are psychological “ owners ,” drive performance and innovation and move the organization forward . Not engaged employees are psychologically unattached to their work and company . Because their engagement needs are not being fully met ,
they ’ re putting time — but not energy or passion — into their work . Actively disengaged employees aren ’ t just unhappy at work — they are resentful that their needs aren ’ t being met and are acting out their unhappiness . Every day , these workers potentially undermine what their engaged coworkers accomplish .