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Mental Health and its Importance during the COVID-19 Pandemic

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As news about the coronavirus outbreak continues to dominate the headlines and millions of people—in the U.S. and the world over—are being asked to self-quarantine, it has become increasingly significant to pay as much attention to our mental health as we do to our physical health. 

“Pandemics such as the one we are currently grappling with often ignite fear, anxiety and erratic behaviours,” says Dr. Kelly Vincent, a licensed clinical psychologist practicing in Encinitas, California. “When fear takes control, both our nervous system and emotional part of our brain go into overdrive. This response can lead to impulsiveness, panic and feeling out of control emotionally,” she says. “If a person has a pre-existing mental illness or history with anxiety and depression, it can often worsen and intensify during times such as these,” Dr. Vincent points out. If the stress and anxiety worsen then “it may trigger negative physical symptoms such as an elevated heart rate, insomnia, digestive issues, weakness and fatigue,” tells Dr. Janine Kreft, an Austin-based clinical psychologist. 

If you’ve been feeling anxious, frustrated, angry or downright confused lately, know that you’re not alone—we are all in this together.

Within weeks, the familiar symptoms of mental illness can become universal reality. A new poll from the Kaiser Family Foundation found nearly half of the respondents saying that their mental health was being harmed by the coronavirus pandemic. Nearly everyone on this planet is experiencing varying degrees of grief, panic, hopelessness and paralyzing fear. If you say now how terrified you are, the most common response you will get is “What sensible person isn’t?”

But that response can cause us to lose sight of the dangerous secondary crisis unfolding alongside the more obvious one: an escalation in both short-term and long-term clinical mental illness that may endure for decades after the pandemic recedes. When everyone else is experiencing depression and anxiety, real, clinical mental illness can get erased.

While both the federal and local governments have responded to the spread of the coronavirus in critical ways, acknowledgment of the mental illness vulnerabilities has been hasty. Governor Andrew Cuomo, who has so far enlisted more than 8,000 mental health providers to help New Yorkers in distress, is a fortunate and much welcomed exception.

The Chinese government moved psychologists and psychiatrists to Wuhan during the first stage of self-quarantine. No comparable measures have been initiated by our federal government.

The unequal treatment of the two kinds of health — physical over mental — is frighteningly similar with our society’s current disregard for psychological stability. Insurance does not offer real uniformity of coverage, and treatment for mood disorders is generally deemed a luxury item. Given the fact that we are facing a dual crisis of both physical and mental health, those facing psychiatric challenges deserve both acknowledgment and treatment.

There are roughly four responses to the coronavirus crisis and the social isolation. Some people take it all in stride and rely on a foundation of unshakable psychic stability. Others constitute the worried well, who need only a bit of psychological first aid. A third group who have not previously experienced these disorders are being catapulted into them. Last, many who were already suffering from major depressive disorder have had their condition exacerbated, developing what clinicians call “double depression,” in which a persistent depressive disorder is overlaid with an episode of unbearable pain.

Social isolation generates at least as much escalation of mental illness as does fear of the virus itself. Julianne Holt-Lunstad, a psychologist, found that social isolation is twice as harmful to a person’s physical health as obesity. For example, solitary confinement in prison systems causes panic attacks and hallucinations, among other symptoms. Isolation can even make people more vulnerable to the disease it is intended to forestall: Researchers have determined that “a lonely person’s immune system responds differently to fighting viruses, making them more likely to develop an illness.”

In order to improve your mental and emotional wellbeing, here are a few handy strategies to help you during these trying times:

Reduce Social Media & News Input

“I would encourage everyone to limit their exposure to the news and to customize their social media feeds—by following more accounts and pages that make them feel good—regardless of the current pandemic,” says Dr. Kreft. “Your brain is built to problem solve. And when you are already feeling fearful, it naturally seeks out stimuli in your external environment to reinforce the feeling of fear. The brain then deletes, distorts and generalizes all incoming information that does not align with your current emotional state or beliefs. So, if you spend a significant amount of time following the news, it reinforces more reason to worry— thus creating a vicious cycle.”

Get your Information from Trustworthy Sources

Some legitimate and reliable sources of COVID-19-related news and updates include the Centers for Disease Control and Prevention (CDC), World Health Organization (WHO), John Hopkins’ Coronavirus Resource Center and the U.S. Food and Drug Administration (FDA). “It is helpful to adopt a more analytical approach as you follow news reports about the coronavirus. You will also want to verify information that you receive from family, friends or social media,” says the American Psychological Association (APA). Moreover, “consume only what you need to know, what’s most relevant to you and particularly what is happening or anticipated in your own community,” suggests the National Alliance on Mental Illness (NAMI).

Maintain Connections with Friends & Family

“Maintaining social networks can foster a sense of normality and provide valuable outlets for sharing feelings and relieving stress,” states APA. “You can maintain these connections without increasing your risk of getting the virus by talking on the phone, texting or chatting with people on social media platforms,” it adds. In addition, you can take virtual tours together of museums, national parks and other sites via Google Arts & Culture, tune in to live-streamed concerts and other events or play online games with friends, suggests NAMI.

If the symptoms of stress and anxiety get any worse and you feel it is impairing your ability to function, please speak to an experienced mental health professional at the earliest.  “For anyone who is unsure about attending therapy sessions outside of home, especially those who the Centers for Disease Control (CDC) has described as being at higher risk, you can ask your health care provider about tele-therapy or mental health services online,” notes NAMI. 

Given our current situation knowing that your colleagues or employees are best suited for this new scenario we find ourselves in. Finding the right talent, the best fit for the job and your organisation can be a very challenging task. It is now important to find out whether your managers or your team is well-equipped of working together from various locations. It requires deep knowledge of their personalities, strengths, weaknesses, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you discover if your people are resilient during times of hardship, if they are autonomous, if they are team players, without actual human contact. Given that our platform is cloud-based, everyone can use it from home as well. Humanity finds itself at a crossroad for various reasons now, why not help people discover and develop themselves from the comfort of their own homes?

Request a free demo:

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Sources:

“Protecting Mental Health during Epidemics” Study prepared by Mental Health, Substance Abuse, and Rehabilitation Unit Technology and Health Services Delivery Pan American Health Organization (PAHO/WHO), originally appeared in Spanish.
https://www.forbes.com/sites/nomanazish/2020/03/24/how-to-protect-your-mental-health-during-the-coronavirus-pandemic-according-to-psychologists/#7f164f1841cb
https://www.nytimes.com/2020/04/09/opinion/coronavirus-depression-anxiety.html

The Art of Focus – Dealing with the Pandemic Effects

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Focus represents a stabilising force which leads us to insight, innovation and productivity, and those factors are expediting our recovery. It goes without saying that we are all stronger when we have control over some part of a solution, even as we are battered by the news and isolation of this ‘internal blizzard’ we are all facing.

It has been weeks since we settled into our new reality of remote work and being constantly barraged by news of how bad things can or will get. We are desperately trying to find new and relevant ways of doing business. For most of us, maintaining a high level of focus in order to be productive has been one of our key struggles during this time. This should result in us practicing attention management now more than ever, not just for the sake of our productivity, but for our peace of mind as well.

Practicing attention management is about maintaining control of where your attention goes, and realising when it’s being stolen, either by external distractions, internal thoughts or by anxiety fuelled by our social distancing. The more you become aware of your distractions, the easier it becomes to manage all of them. For the majority of us, distraction has become the norm, and the first step in changing our habit is awareness, because you can’t change a habit that you don’t think you have.

Start by acknowledging what’s distracting you. What’s taking your attention right now? Do you have kids at home? Are the dishes piling up in the sink? Or that news notification that just popped up on your phone? Once you can pinpoint where your attention is going it will become much easier to stay sharp and focused on what you are actually supposed to be doing.  

If you are working long hours in order to manage a company that provides essential services, or you’re an executive in charge of an isolated office in a home which you share with your now homes-schooling kids, it is of utmost importance that you take the time to grieve the loss of what used to constitute ‘normal’ and focus on what lies ahead.

Settle on the Now and Plan for the Future

While there are many times in life when it’s helpful to look your five-year plan or reflect on the past, during a time of crisis, it’s much more helpful to zoom in rather than zoom out. You can’t change what happened or know what will happen down the road, so focus your energy on right now, where you have some power.

When you’ve got you are focusing on the present moment, try and figure out what you need. Be as specific as possible. For example, instead of thinking, “I just need to stop crying,” decide what will help you do that. Maybe it’s going and reading out in the sun-filled balcony, maybe it’s calling your best friend, or maybe it’s just stopping and taking a few calming deep breaths.

This may sound overly simplistic and cliché, but going deep into the details of your life during a difficult time can strengthen you. If you find yourself wondering how will I would get through this week, just fixate on the next best thing you could do for yourself.

Using the Reward System

Lists are pretty powerful: They allow you to make sense of the day and bring some order to the chaos of life, especially during a tough time. Write everything that’s worrying you about what you need to accomplish on your to-do list (even if it’s something that normally comes easily, like “take a shower”). Set up reminders on your calendar, or use an app to help you out.

For example, you can use Fig, a wellness app that allows you to populate a to-do list with non-traditional wellness items as simple as stretch, drink water, breathe deeply, or call your mom. Because we are more or less tied to our phones nowadays, it can be extremely helpful to have a place where I can be reminded of small ways to stay healthy and sane during these trying times.

You don’t necessarily need an app to stay healthy or to pat yourself on the back—but do make sure you pause to acknowledge that just washing your hair and getting dressed during a crisis is something you can truly be proud of.

Ask for Support

When you’re going through a rough patch, your first instinct might be to hole up and disconnect from the rest of the world. But don’t ever forget that your friends and family are there to help.

Calling the people who love you the most during this pandemic can be extremely therapeutic. They were the ones who always kept you grounded and focused on the present moment. It is important to keep them anchored in your thought process by simply asking them for advice in terms of the tasks you should be doing next. Don’t be afraid to reach out, nobody should be alone in this and everybody is experiencing similar emotions right now so reaching out is not at all a selfish act.

Acknowledging the Pain

Now, nobody can say that they have tried to escape their own feelings by focusing their attention to the pain they are experiencing. Obviously, there are times when wallowing in your own sadness and accepting and understanding the pain is what works best, the important thing is not to judge yourself.

Most of the times, the key to handling our very own crisis is to remember that you have total control over your life. You have to accept that there are times when you have to live with the sadness and anxiety within and, of course, there is no easy fix to the situation. However, there are small things you can do to take care of yourself.  

If you can remember this, you will soon discover that in every moment of your life, there is a right thing you can do in order to gain the strength and momentum you need to move forward.

Given our current situation knowing that your colleagues or employees are best suited for this new scenario we find ourselves in. Finding the right talent, the best fit for the job and your organisation can be a very challenging task. It is now important to find out whether your managers or your team is well-equipped of working together from various locations. It requires deep knowledge of their personalities, strengths, weaknesses, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you discover if your people are resilient during times of hardship, if they are autonomous, if they are team players, without actual human contact. Given that our platform is cloud-based, everyone can use it from home as well. Humanity finds itself at a crossroad for various reasons now, why not help people discover and develop themselves from the comfort of their own homes?

Request a free demo:

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Sources:

https://www.forbes.com/sites/curtsteinhorst/2020/03/31/how-to-focus-in-a-time-of-coronavirus-crisis/#34252cf66ac9
https://hbr.org/2020/04/is-it-even-possible-to-focus-on-anything-right-now?ab=hero-main-text
https://www.themuse.com/advice/the-simple-step-that-will-get-you-through-a-crisis

Dealing with Layoffs during the Pandemic

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As the coronavirus pandemic continues to expand, the damage done to the job market looks ever more likely to be deep and long lasting. Worldwide, managers are not only dealing with the stress and remorse of having to let go a number of their co-workers, but many of them will also be feeling an underlying anxiety about their very own positions. If laying off employees is the only way to keep the business going, how do you handle feelings such as guilt, remorse and sadness? What is the best way to deliver the news when you can’t meet face-to-face? What do you say to the employees that have made the cut? And what can you do to overcome the fear about your own future?

Normally, layoffs have mostly been cut and dry with showing off as little emotion as possible. They were carried out in such a manner that made employees feel like they were just another number due to how they were being treated. Obviously, the difference between a good layoff and bad layoff is all about how they’re handled.

Layoffs that are being done during this uncertain period of time should not be any different than the ones that were normally done, there shouldn’t be any discrepancies. Many organisations make spontaneous decisions to fire their people due to fear and uncertainty. It’s only after they’ve sent their workers packing that they recognise they have made a mistake. This leads them to mass rehires afterwards. To prevent this from happening, companies should first evaluate their cash flow to see whether layoffs are the only way forward.

What the Experts Say

Firing people is difficult in normal times; but given the Covid-19 health crisis, the task is “emotionally and cognitively overwhelming,” says Joshua Margolis, professor at Harvard Business School. He continues by stating: “This experience for most of us is unfathomable. There’s a great deal of uncertainty and people’s minds are whirring. As a manager charged with dismissing a wide swath of employees, you’re pulled in different directions: Your heart goes out to people, but you have a responsibility to the company.” Furthermore, the tension that employers are experiencing right now is at least doubled given that they are worried about their very own fate. Kenneth Freeman, Dean Emeritus at Boston University’s Questrom School of Business has said: “You’re human and you’re going to have a lot of those anxious moments. But the key is to try as best you can to separate your personal worries from the task at hand. In your role as a manager, you need to be there for your people.”

Are layoffs required?

If you’re the one making the decisions about layoffs, Margolis recommends asking yourself one question: is downsizing your workforce truly necessary? The impulse to cut costs is understandable, but this is not a recession that takes place every few years. Significantly, this pandemic will live in the memory of people for years to come and the psychological impacts of it are yet to be comprehended at their full capacity. As a leader, you are required to show resourcefulness, creative forward thinking about how your company can save as many employees as possible. Talking with the management team and discussing every other possible alternative is also an important, logical step to make. Firing people should represent a last resort kind of situation and if you absolutely have to do it, try and avoid multiple rounds of letting people go.  

Research

If you decide layoffs are necessary or others have made that decision for you, then make sure you’re prepared before you reach out to the affected employees. Figure out what and how to say to each and every one of them. Talk to them on a personal level. People are likely going to have a lot of questions regarding the why, the timing, their benefits, and severance package (if applicable). These conversations may need to happen fast, but you’ll have a better chance of easing both yours and employee’s anxiety by providing them answers of what happens next.  Reach out to HR, your legal department, and any other senior leaders who might be able to help you prepare answers to questions such as: When will I receive my last salary? and Am I receiving an unemployment benefit?

Communicate Openly and Often

Be honest. Transparent, open and timely communication help increase employee trust instead of them being blindsided. Companies should organise constant meetings in order to hand out valuable information and address any existing concerns. Due to the pandemic, organisations should use online video conference apps such as Google Hangouts, Zoom, Maestro or Tele-Town Hall. While employees have the option to call in or attend without video, leaders are recommended that they keep their cameras turned on. It helps create a more human experience.

Communication during a crisis should never be spontaneous and should always have a plan. In fact, it’s crucial that everyone, from leadership to management, is on the same page and wants the same things. Otherwise, employees will receive paradoxical information that can lead to distrust and rumours. Leadership should take the time to explain how the business is currently being impacted, what changes are there to be made and why. When employees understand the why behind the decision it increases their trust in the company and doesn’t take a toll on their self-confidence or increase their anxiety levels.

The worst possible thing imaginable that an organisation can do is blindside their workers and conduct layoffs through email. If in-person isn’t possible, given the social distancing requirements we all have to follow, employers should opt for video calls instead. Furthermore, they should be proactive in providing their now ex-workers with options for them to move forward such as unemployment benefits, a severance package or other benefits. This helps put employees’ minds at ease regarding survival and the next few steps.

Lead through Empathy

This is a sensitive time for many. While it is understandable to protect the company, the layoff process usually lacks the empathy and compassion needed during a stressful time.

Therefore, employers should lead with empathy when laying off their workers. Employees will remember how they’re treated during this time. If they’re treated poorly, they’re more than likely going to speak poorly to their network and through online reviews about the company and their experience. Consequently, when business picks back up again and the company is hiring, they’ll struggle to win over quality talent due to a damaged reputation.

Be direct and human

The message you present to them must be crystal clear and concise. For example: “I’m sorry, but at end of the month we are going to terminate your job.” By communicating this information directly, it may come off as a tad cold but it actually allows the employee to have a grasp of the whole new situation he or she is in. It is vital that you express your recognition for all of their hard work and dedication. Afterwards, explain to them that they are being laid off due to the exceptional economic climate we are all in and that it has nothing to do with their job performance. It’s important that at the end of the discussion your future ex-employee feels appreciated and loved.  

Focus on your wellbeing

Last but not least important, take care of yourself. If lucky, this is the only time managers will have to face something of this magnitude. However, it is highly unlikely it will be the only time managers deal with a challenge during a period of great uncertainty. Although it may sound like a truism, the best coping mechanism there is when things are uncertain is self-care. Try and eat as healthy as possible, exercise regularly, try meditation or yoga, get a good night’s sleep and read a good book in your spare time, do not change the screen from your laptop to your phone, disconnect. We are all together in this situation, nobody is alone. The problem here is to make people understand that they are not alone whatever their specific circumstances are.

How can Great People Inside help you assess your ‘remote working’ workforce?

Given our current situation knowing that your colleagues or employees are best suited for this new scenario we find ourselves in. Finding the right talent, the best fit for the job and your organisation can be a very challenging task. It is now important to find out whether your managers or your team is well-equipped of working together from various locations. It requires deep knowledge of their personalities, strengths, weaknesses, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you discover if your people are resilient during times of hardship, if they are autonomous, if they are team players, without actual human contact. Given that our platform is cloud-based, everyone can use it from home as well. Humanity finds itself at a crossroad for various reasons now, why not help people discover and develop themselves from the comfort of their own homes?

Request a free demo:

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Sources:

https://www.prnewsonline.com/layoffs-pandemic-tips
https://www.forbes.com/sites/heidilynnekurter/2020/03/31/3-ways-to-layoff-employees-with-dignity-during-a-crisis/#7b762a252f7f
https://www.inc.com/jessica-stillman/how-to-lay-off-employees-with-empathy-decency-during-a-pandemic.html

Coronavirus Is Questioning Companies’ Corporate Social Responsibility Resolve

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As society struggles with the profound impact of coronavirus, corporations have a responsibility to step up and help support the government in taking action. As the department within companies which has direct relationships with non-profit organisations and the communities they are part of, Corporate Social Responsibility (CSR) professionals should be on the front lines helping with funding and solutions of any kind.

The way large companies are responding to this crisis represents a defining moment that will be remembered for years to come. For example, 38 years ago in Chicago, 7 people died from taking poisoned Tylenol pills. It was a rare and localised crisis, but Johnson & Johnson took the decision to pull all the Tylenol from every store, taking a huge loss in order to avoid even a single additional death. People still talk about that decision. People who weren’t even born at the time are still studying that case in business schools.

A great many corporations talk about having a social purpose and set of principles and values, or about how much they care for their employees and other stakeholders. Now is the time for them to make good on their commitments. Research suggests that people only truly believe that their company has a purpose and clear values when they see their leaders making a decision that sacrifices short-term profitability for the sake of complying to those values.

Another example of positive action is represented by the U.S.A. drugstore chain CVS which chose to go more deeply into health care and decided that it could no longer sell tobacco products and by doing so giving up $2 billion in revenue.

It is completely understandable that corporate leaders face pressure from investors and bankers to conserve cash and reduce losses, but neither of these categories are going hungry. Even retirees, who have seen their savings depleted, can expect to see stocks recover as long as they don’t sell during this initial panic time. Companies cover up the costs of restructuring, product failures, or acquisitions that go wrong all the time. It will be more than understandable if someone writes off their losses due to the coronavirus pandemic. Here are some things that companies can do to help their employees, small suppliers, health care providers, and communities.

Employees

What companies do to help their laid-off employees — above and beyond what is required or expected — will be remembered and repaid in increased loyalty, higher productivity, and a lasting reputational benefit for many years to come.

Continuing to pay wages, even at less than full pay, is one option. For this scenario we have Walmart, Microsoft, Apple and Lyft who have all made commitments to continue payments to hourly workers for at least the first two weeks of lockdown. This is essential not only as a matter of corporate responsibility; it will also substantially reduce the costs of rehiring employees when the economy returns to normal.

Lending money to employees is another option. Left on their own, many employees will turn to the exorbitant charges of credit card debt and payday lenders who will charge a 20%-plus interest rate at a time when corporations can borrow at 2% or 3%. That difference in interest rates can be the difference between bankruptcy and economic survival. Corporations should use their corporate credit and collateral to arrange low or no-interest loans to their employees. They should calculate employees’ take-home pay after payroll deductions, and ask their banks to make loans available equal to a month of net wages at 3% interest, guaranteed by the corporation. Employees could therefore pay the loans back over the next year out of their salaries when they return to work.

Medical Staff

Some parts of the world face severe shortages in basic medical supplies, but as a global company you have access to resources everywhere. The need for masks in China and South Korea has decreased considerably while it is on a upward trajectory in the United States and Europe. Companies should purchase and ship supplies from where they are available to where they are needed. They should look into their inventory of whatever they have that might help, send it where it will do the most good, and take the loss.

Encouraging mental wellness

Many companies, as well as state and local governments, recommend that those who can work from home do so. In addition, the Center for Disease Control in the United States recommends that all gatherings and events of more than 50 people be cancelled for the next eight weeks. This “social distancing” is vital to reducing the spread of the coronavirus but negatively impacts emotional well-being.

Thus, leading corporations are supporting mental as well as physical health. For example, Starbucks just announced it will expand mental health benefits to include up to 20 therapy sessions for all employees. Elsewhere, telecommunication companies have signed the ‘Keep Americans Connected’ pledge to make sure that individuals maintain access to connectivity.

Supporting small businesses

According to the Wall Street Journal, small businesses’ confidence has plummeted as a result of the Covid-19 pandemic. Some large corporations are stepping in to support small and medium companies during this difficult time:

  • Amazon announced a $5 million relief fund for small businesses in the vicinity of its headquarters;
  • Google is offering $1 million to organisations in Mountain View, California, impacted by the pandemic;
  • Billionaire Mark Cuban has been reimbursing employees who purchase lunch and coffee from local restaurants.

Although the ramifications of the Covid-19 impact have yet to be determined, it will continue to disrupt our now old way of living for the next few weeks and months. The corporate sector can help during this crisis by implementing strategies and initiatives that benefit society – as well as their long-term success – by supporting their employees, customers and the economy at large.

No one expects or requires major companies to take extraordinary measures to help their many stakeholders, but if they choose to take bold and creative steps now in order to deliver immediate support then that will define their future legacy.

How can Great People Inside help you assess your ‘remote working’ workforce?

Given our current situation knowing that your colleagues or employees are best suited for this new scenario we find ourselves in. Finding the right talent, the best fit for the job and your organisation can be a very challenging task. It is now important to find out whether your managers or your team is well-equipped of working together from various locations. It requires deep knowledge of their personalities, strengths, weaknesses, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you discover if your people are resilient during times of hardship, if they are autonomous, if they are team players, without actual human contact. Given that our platform is cloud-based, everyone can use it from home as well. Humanity finds itself at a crossroad for various reasons now, why not help people discover and develop themselves from the comfort of their own homes?

Request a free demo:

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Sources:

https://www.csomagazine.com/csr/coronavirus-crucial-csr-issue
https://www.weforum.org/agenda/2020/03/coronavirus-and-corporate-social-innovation/
https://www.forbes.com/sites/afdhelaziz/2020/03/19/the-power-of-purpose-how-csr-should-be-acting-like-first-responders-to-tackle-coronavirus/#6c912c606dd3

Cybersecurity during the Coronavirus Pandemic

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While the world’s focus is obviously on the pandemic situation created by Covid-19, unethical hackers all around the world are more than happy to exploit this crisis by launching cybernetic attacks. Those who can, are encouraged to work remotely if they are not doing so already. It seems that organisations will have to prepare themselves for life without an on-site staff or just a few in order to facilitate support functions.

For example, Check Point, a cybersecurity company, has discovered that in the month of January 2020 alone there have been over 4000 coronavirus websites that are up and running with 3% of them being recognised as malicious and with another 5% suspicious. The British have responded to 658 cyber-attacks in 2019 and have also taken down over 177000 “phishing” sites. On the other hand, companies have started acquiring new laptops without doing their due diligence in terms of cybersecurity protocols, ironically leaving organisations even more vulnerable to attacks.

Given the current state of affairs, the US Health & Human Services Department’s system has been breached, an attack that had the sole purpose of disrupting and misinforming people in order to reduce the efforts being made in responding to the Covid-19 pandemic. John Ullyot, a spokesperson from the National Security Council had this to say about the cyber-attack: “We are aware of a cyber incident related to the Health and Human Services computer networks, and the federal government is investigating this incident thoroughly. HHS and federal government cybersecurity professionals are continuously monitoring and taking appropriate actions to secure our federal networks.” The HHS delegated spokeswoman had this to say in regards to the situation that enfolded: “On Sunday, we became aware of a significant increase in activity on HHS cyber infrastructure and are fully operational as we actively investigate the matter,” said the spokeswoman, Caitlin Oakley. “We are coordinating with federal law enforcement and remain vigilant and focused on ensuring the integrity of our IT infrastructure.”

Given that sheer impact and reorganisation that has ensued following the declaration of the pandemic, employee and employers alike must be really careful when handling confidential information. Below you will find a list of tips of what companies can do to minimise risk in these difficult times.

For the Employees

1. Be Extra Careful with Phishing Emails

Cyber attackers thrive in a crisis. Pay close attention to emails designed to make you instantly click on special offers for whatever protective gear or products related to the coronavirus pandemic. Or it could be an email from your manager with an apparently innocent link in it which will make you download dangerous malware on the company’s laptop, a laptop that has direct access into the company’s overall system.  There has been a considerable rise in Office 365 and Gmail hacked accounts, with the cyber attacker sending invoices to clients of partners alike.

In order to stay safe, it is recommended to enable the multi-factor authentication on all the accounts you can. This simple action will obstruct almost all attackers, excluding the really great ones.

2. Cyber Hygiene is almost as important as Washing our Hands

All devices you use, and this includes the router as well, should be up to date with the latest version of anti-virus and the internet you use must come from a secure and reliable connection. Bluetooth use in public areas should be avoided at all costs. That is an easy way for hackers to connect to your device. The importance of multi-factor authentication cannot be more underlined.

3. WiFi Exclusively from Secure Locations

Work exclusively from password-protected internet connections. If you have no other choice and you have to use a public WiFi it is imperative you check with the owner of the establishment that the network you wish to connect to is the correct one. Also, avoid accessing confidential and sensitive information from a public WiFi network. It is easy for hackers to trick people into joining an internet network which basically gives him access to everything you see and do on the internet.

For the Employers

1. Set Up Remote Access ASAP

Do not let your employees go home without the program installed and their login credentials by their side. Handing out authentication credentials to remote workers with no prior training and explanations is going to be an extremely difficult and frustrating process. 

2. Confidential Information handled with Extra Care

Remind your employees that confidential information is more important than ever and must be handled accordingly. Personal emails are definitely off-limits and employees should be careful with what they print out at home. If a particular document would normally be shredded at the office, remind your employees to dispose of it safely in their homes, or simply put the brakes on printing anything in the first place.

3. No Personal Laptops for Work

Employees must be given company laptops and training by IT security personnel in how to use the laptops they are given to work from home. Personal computers or laptops should be forbidden due to the simple fact that it creates numerous problems in terms of preserving and safeguarding documents. There is also the issue of out of date software used and that could compromise a lot more than just documents.

4. Up to Date Contact Information

Be sure your organisation has a secure way of contacting all employees — whether we’re talking here about the personal cell phone number or a landline. That way, if the organisation falls victim to a cyber-attack of any kind, you’ll be able to communicate effectively. For key members of the senior management, set up a group on a secure texting application such as Whatsapp or Telegram in case all other systems are down in order to properly communicate in case of a serious cyber-attack.

Remote access tools have advanced in unbelievable ways that were inconceivable 10 years ago, given the fact that it made en masse remote work possible. As with all data security, remote access is only as strong as its weakest link. There has to be a strong combination of technology and employee know-how and training, it can be done safely and smartly. Stay safe and be careful out there.

How can Great People Inside help you assess your ‘remote working’ workforce?

Given our current situation knowing that your colleagues or employees are best suited for this new scenario we find ourselves in. Finding the right talent, the best fit for the job and your organisation can be a very challenging task. It is now important to find out whether your managers or your team is well-equipped of working together from various locations. It requires deep knowledge of their personalities, strengths, weaknesses, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you discover if your people are resilient during times of hardship, if they are autonomous, if they are team players, without actual human contact. Given that our platform is cloud-based, everyone can use it from home as well. Humanity finds itself at a crossroad for various reasons now, why not help people discover and develop themselves from the comfort of their own homes?

Request a free demo:

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Sources:

https://www.nytimes.com/2020/03/16/us/politics/coronavirus-cyber.html
https://www.bloomberg.com/news/articles/2020-03-16/u-s-health-agency-suffers-cyber-attack-during-covid-19-response
https://www.ft.com/content/cbe2b35a-66d2-11ea-a3c9-1fe6fedcca75

How to Deliver Bad News to Your Team

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It’s every leader’s or manager’s least favourite task: delivering bad news. Maybe your company is closing one of the offices, or letting some people go. Or you have an employee who isn’t getting the promotion he or she wants, or can’t take an expensive training course.

In any case, your first impulse may be to soften the blow. After all, you’re a caring person, and you’d like to make a difficult situation easier. Generally, you start the conversation by talking about something else. And when it’s time to deliver the news, you try to sugarcoat it.

Few people like to deliver bad news. But the ability to do so with grace and compassion is an essential skill for any leader or manager. 

That’s a key tool of a leader who knows how to lead well. When a leader creates and maintains momentum by their ideas, their ingenuity, and their actions, the rest of their team falls naturally into their rhythm. And that’s when the great work is accomplished.

We’ve all had that moment on an airplane where we experience turbulence. Maybe you are rudely awakened by a sudden jolt, or you get up to use the restroom and have to hold onto the back of someone’s seat. Within a few seconds, the pilot’s voice comes over the intercom. What are you listening for? You are listening for reassurance through the uncertainty of turbulence.  

With countless concerns over Covid-19 around the world, it’s not just the airline industry that is experiencing a sudden wobble on its normal journey. Many business leaders are asking how they can communicate uncertainty both internally to their teams and externally to their clients — whether it’s about participating in an upcoming conference or delivering on an already signed project. Communicating in the face of uncertainty is a constant leadership challenge.

But in any business, there are times when you are on cloud nine and times when you’re down in the dark. What does a leader have to do when bad news has to be shared?

1. Know his audience  

In public speaking, knowing your audience in advance is critical. In times of uncertainty, it’s quintessential, regardless through what channel of communication. Do a thorough strategic analysis of who you are communicating to. What are their concerns, questions, or interests? What do they need an immediate answer to? You might use language such as, “I know many of you may be thinking…” The quicker you can address what’s on their mind, the quicker you will be able to calm them down. If you are not addressing their most pressing interests, they might not even be listening to you.

2. Thorough Research

In times of hardship and stress, it is easier to fall prey to misinformation, which can be especially destructive. Seek out credible sources of information, and read the information fully before distilling it into clear, concise language. Share those links with others, so that they too have a credible resource.

3. Set up specific ‘next steps’

In times of uncertainty, it’s helpful to provide your team with tangible action items. Discussing your own next steps or recommending next steps to your audience gives them a sense of control so they feel like they are contributing to stabilisation. Use language such as, “Here are the steps we are taking” or “Here’s what you can do” to demonstrate action.

Communicating through uncertainty is an essential leadership skill, regardless of whether or not you have a formal leadership role. In fact, the ability to communicate through uncertainty is part of what demonstrates to others your leadership readiness. Use the aforementioned steps to first find your own sense of focus and then allow yourself to transmit that reassurance to others.

4. Speak honestly

You can speak with confidence even without 100% certainty. You can confidently express doubt or uncertainty, while still sounding like you are in control of the situation. You might say, “Reports are still coming in, but what we understand so far is this…” Communicate frequently with your audience, even without news to report, so that they know you are actively following the issue. A fantastic communication expert, Nancy Duarte, wrote an insightful article on this topic several years ago and stated: “People will be more willing to forgive your in-progress ideas if they feel like they’re part of the process.”

You can’t make bad news less painful, but you can deliver it in the most respectful way possible.

There is a real value in providing companies with the tools to carry out regular organisational assessments and this is where Great People Inside comes to your aid. Our online platform offers the best solutions and tools for your company to thrive in every type of industry and any possible situation your organisation may find itself. In terms of lowering your employee turnover rates, we recommend our GR8 Full Spectrum assessment for hiring and 360° Survey for retention. Finding the right talent, the best fit for the job and your organisation can be a very challenging task. It requires deep knowledge of your own organisation’s culture and a keen understanding of the candidate’s personality, strengths, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you find employees who can flourish and reach the highest performance required to constantly bring your company forward.

Request a free demo:

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Sources:
https://www.forbes.com/sites/williamvanderbloemen/2016/11/17/how-to-effectively-break-bad-news-to-your-team/#3a6f1cb468b7
https://www.inc.com/alison-davis/need-to-deliver-bad-news-to-employees-science-says-do-this.html
https://www.psychologytoday.com/us/blog/adaptation/201803/how-deliver-bad-news-pro

Leaveism or Why Do People Work while on Holidays?

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The term has been coined by Dr Ian Hesketh in 2013 to describe the annual leave habits of employees. ‘Leaveism’ refers to workers taking annual leave to catch up on their workload or working outside of their office hours.

In a research done by the Chartered Institute of Personnel and Development (CIPD), it has been discovered that 63% of UK leaders reported that ‘leaveism’ had occurred in their business. As businesses become increasingly lean, the now here to stay ‘always-on’ culture ‘allows’ itself to late night emails and employees never really have the chance of switching off from work.

While offices can be a breeding ground for distraction and interruptions, ‘leaveism’ can be conducive to employees feeling increasingly pressured or obligated to work out of hours.

In a recent article published by the BBC’s Worklife discusses the hidden tactic of ‘leaveism’ and how being “away from the distractions of the inbox, watercooler chat with colleagues and the stresses of office life” is fuelling its fat increasing rise.

‘Leaveism’ is an increasing problem for all types of organisations, and it’s an issue that employers should take seriously. If left unmanaged, leaveism could bring down workplace morale and increase stress levels among your staff, which in-turn affects productivity.

Clearly for organisations, the cost of employees being anything other than fully productive can have an enormous impact on operational effectiveness. In the UK, average day’s sickness in the private sector are around 5.8 days per year compared with 7.9 days per year in the public sector. The overall cost of working age ill health in the UK exceeds £100 billion every year, employers pay an estimated £9 billion in sick pay and associated costs, and the state pays £13 billion in health-related benefits (incapacity benefits). There is a similar picture in the USA, with health-related productivity losses estimated to reach some $260 billion annually. These financial outcomes, in terms of absence costs and lost productivity, are often what eventually attracts the attention of senior managers, providing a persuasive argument for them to focus on improving aspects of working life that are proven to be detrimental to an employee’s well-being.

Absenteeism, presenteeism and a concept labelled here as ‘leaveism’ are used to provide a lens through which to view employee responses to feeling unwell or being overloaded. So what exactly is ‘leaveism’?

  • Employees utilising allocated time off such as annual leave entitlements, flexible hours banked, unused rest days in order to take time off when they are in fact unwell;
  • Employees taking work home that cannot be completed in normal working hours;
  • Employees working while on leave or holiday to catch up.

All of these behaviours sit outside current descriptions associated with ‘absenteeism’ and ‘presenteeism’.

Although absenteeism and presenteeism cover some of the human responses to workload and illness, ‘leaveism’ provides the missing link. It defines the previously uncharted phenomenon that describes a situation where an employee uses their own time, in whatever guise, to avoid the workplace when they are in fact unwell, or take work home in order to complete outside contacted hours due to the sheer volume asked of them. These unintended consequences may be brought about by organisations adopting counterproductive policies that were introduced with the [best] intention of reducing absence. Attendance at work policies, actionable attendance policies and the wider use of punitive and incentive-based HRM policies are all examples of schemes intended to reduce absence.

Together with increasing workloads, fewer staff and higher expectations, ‘leaveism’ presents an additional consideration for traditional employee monitors that cannot be overlooked. ‘Leaveism’ also adds a further dynamic to human behaviours associated with responses to workplace well-being, and ought to be included in future discussions associated with workforce satisfaction and productivity measures.

It may be a counter-intuitive proposition, but organizations may wish to consider the economic loss should this practice cease as a means of measurement. Whatever the consequences and subsequent approach, ‘leaveism’ presents a real issue when it comes to establishing the true picture of employee well-being and should not be ignored.

Never not Ready for Action

We are in an era where people are much more afraid of losing their jobs than in the past: companies have been operating in a low-growth environment for the past decade, which has meant more focus on profitability – including labour costs. Alongside this is the prospect of more and more jobs being automated in the coming years.

This has meant more employees having to live with excessive workloads, and bosses afraid for their own livelihoods who are micromanaging people and not giving them enough autonomy and control at work. A study of Austrian workers in 2015 concluded that employees were more likely to use annual leave to go off sick if they fear losing their jobs or having them downgraded, or if they were experiencing low job satisfaction.

Compounding this sense of unhappiness at work is likely to be the way that technology is changing how we do our jobs. In a survey of 1,000 HR professionals representing 4.6 million UK employees, 87% said that technology was affecting people’s ability to switch off out of working hours. Common examples were employees taking work-related phone calls or responding to work emails.

At first glance, these behaviours may look fairly innocuous and just part of modern-day working life. However, we are in danger of endorsing a tech-enabled 24-7 working culture from which it is increasingly difficult to switch off. Work-life balance is becoming a thing of the past. For many of us this is being overruled by work-life integration.

Whatever the positives of not being tied to the office desk, it is not helping us to relax. Stress and mental ill health now account for 57% of all long-term absences from work, having replaced physical complaints, such as backache, as the main reason employees are off sick.

According to the UK mental health charity Mind’s most recent Workplace Wellbeing Index, employees with poor mental health may resort to taking leave rather than disclosing mental health problems in as many as one in 12 cases. In an echo of the Deloitte findings, Mind found younger employees far less likely to disclose they are struggling with mental health.

So, what can be done to stop this worrying trend?

Reorganising the Workload 

Whether you are HR or Management, if you notice staff frequently using annual leave to keep on top of their workloads, think about the amount of work on their plate. Sit down with them and go through their weekly task list and help them to prioritise.

Having some insight into the volume of tasks they have to complete can help you to understand where they need some support; be it redistributing their workload or scouting a new hire to share the work.

This transparency will help to foster a positive atmosphere that your staff can thrive in without fear of what might happen if they don’t complete their work.

Flexible Hours and Remote Working 

Offices are inherently sociable places, and rightly so. However, distractions are often plentiful and concentrating on a task can be very difficult, leaving work to quickly mount up. Research has shown that the average worker is disrupted around 56 times a day and the cost of a distracted employee vastly outweighs that of a loss of productivity, according to a study done in 2018.

Remote or flexible working offers an ideal balance for many, removing distractions without punishing workers. Giving employees the flexibility to work from anywhere at any time instead of having to be in a distracting office environment during strict hours can often be the push they need to power through their workload.

Crushing the ‘always-on’ culture

If your employees are frequently working after hours and responding to emails, this is a sure-fire sign of leaveism. Our smartphones have made it easier than ever to catch up on work, check emails or access documents during our downtime. Coupled with the rise of Cloud software; the line between our professional and personal lives has become increasingly blurred.

A 2016 report by the Chartered Management Institute found the majority of UK managers spent an extra 29 days annually working outside office hours; something that is sure to have only increased in the last few years.

While French and German businesses have made strides in quashing the ‘always at work’ culture, the British have yet to make a stand against the digital ties that chain them to their work, to the obvious detriment of employee mental health and wellbeing.

In 2014, Daimler in Germany arranged for emails to be automatically deleted when employees were on holiday. The sender would then receive a message inviting them to find an alternative recipient of the email, leaving the employee to return from holiday to an empty inbox. 2017 saw France introduce a right to disconnect, with companies instructed to set out the hours when staff shouldn’t send or respond to emails.

While these two cases are relatively extreme, as an employer you should be ensuring that your employees don’t feel pressured into working outside of their contracted hours. Set expectations and understand your employees’ needs. Your employees also need to take some responsibility as it is up to them if they switch their phones off or not. Finally, we have to give a nod to all those emails outside working hours. Managers need to stop sending them. You know who you are.

There is a real value in providing companies with the tools to carry out regular organisational assessments and this is where Great People Inside comes to your aid. Our online platform offers the best solutions and tools for your company to thrive in every type of industry and any possible situation your organisation may find itself. In terms of lowering your employee turnover rates, we recommend our GR8 Full Spectrum assessment for hiring and 360° Survey for retention. Finding the right talent, the best fit for the job and your organisation can be a very challenging task. It requires deep knowledge of your own organisation’s culture and a keen understanding of the candidate’s personality, strengths, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you find employees who can flourish and reach the highest performance required to constantly bring your company forward.

Request a free demo:

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Sources:
https://academic.oup.com/occmed/article/64/3/146/1439077
https://www.naturalhr.com/2019/09/20/what-is-leaveism-and-how-can-you-combat-it/
http://theconversation.com/leaveism-welcome-to-the-dark-side-of-21st-century-flexible-working-130976

Your Job Is at Risk – What Do you Do?

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Your job can be on the line for several reasons that might or might not have to do with you directly. Instead of launching into a frenzy when you realise that you might not have a job in the near future, you should instead take stock of the situation and deal with it in the most dignified way possible. In addition to securing your future finances, you’ll also have to be emotionally strong to overcome this situation with grace. Preparing for it in advance won’t only soften the process, but it will also help you create a rough roadmap of how you plan to move past this and get your career on track once again. Here are three things you can proactively do if your job is at risk.

Take heed of your financial situation As soon as you find out that your job is on the line, assess your financial situation to make sure that you have at least six months of savings to get you by. If you don’t, make a note of the expenses that aren’t necessary and cut them down. This way you’ll be able to save more money than you otherwise would. Once you are certain that your flow of income will stop soon, you can also sell the useless items in your house on the internet. Doing this will not only give you some extra cash in hand, but it will also help you get rid of the unnecessary items in your house once and for all.

If you start to feel that your job is on the line, you should behave proactively and prepare in advance. Preparing can help you a lot for softening the process and let you plan how you are going to deal with this both emotionally and financially.  Below you can find steps which will help you overcome this situation.

1. Shorter Conversations with the manager

Subtle personality changes can be extremely informative. Everyone experiences off days now and then, but pay attention if you notice a string of off days coming from your boss where you’re concerned. If you once enjoyed a friendly relationship with your supervisor but have noticed them growing increasingly distant, this may be a red flag. 

2. You aren’t receiving new assignments

After working at place for a while, you become familiar with the ebb and flow of your workload. When you start to notice that times that were once busy for you are now stagnant, you should be on high alert. Your manager may be reallocating your duties to others in the wake of your impending absence.

3. Employees ask you to train them

Being asked to teach other people how to perform tasks that only you are responsible for is usually a clear sign that you should be weary. When you’ve been solely responsible for tasks for a while and now you’re being asked to share your knowledge, this may be a bad sign. Maybe you’ve noticed coworkers who once showed little interest in how you complete tasks asking questions about your processes or your boss has directly asked you to train someone.

4. No invitation to staff meetings

Finding yourself not invited to meetings after you’ve typically been asked to attend is a major signal. This may be especially significant if you notice people in your department or who share your grade are being invited while you’re excluded — especially if they typically weren’t invited in the past. Being shut out never feels good, and sometimes it can be extremely telling.

5. Start being proactive

Be around your boss more often and offer to help him with his/her tasks. If your boss doesn’t want your help, then, ask other managers if they need help. Don’t sit on your corner all day long. Be visible and show that you are willing to help and perform the given tasks. Maybe another department manager sees your value and takes you to his/her own team.

The moment you find out that there is nothing you can do to save your current job, start hunting for a new job. You can attend networking and corporate events, talk to people in your own industry, and update your resume to apply for jobs. There are several online and offline recruitment agencies who can help you in your job hunt. Apply early and go for as many interviews as you can. This way you’ll know how many companies are hiring and you’ll have a better understanding of the market conditions. The most important thing, however, is to not panic, and believe that this too shall pass. See where you went wrong in your current job and make sure to not repeat the same mistakes in the future.

Is your job security at risk? Remember: There’s no point in panicking. Instead, take a deep breath, tidy up your resume, and brush up on your interview skills. Keep your head up and your movement forward.

There is a real value in providing companies with the tools to carry out regular organisational assessments and this is where Great People Inside comes to your aid. Our online platform offers the best solutions and tools for your company to thrive in every type of industry and any possible situation your organisation may find itself. In terms of lowering your employee turnover rates, we recommend our GR8 Full Spectrum assessment for hiring and 360° Survey for retention. Finding the right talent, the best fit for the job and your organisation can be a very challenging task. It requires deep knowledge of your own organisation’s culture and a keen understanding of the candidate’s personality, strengths, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you find employees who can flourish and reach the highest performance required to constantly bring your company forward.

Request a free demo:

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Sources:
https://www.businessinsider.com/signs-losing-job-security-at-risk-2019-10
https://yourstory.com/2017/05/job-at-risk
https://www.entrepreneur.com/article/289672

Overcoming Negativity in the Workplace

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Negativity takes a toll on many aspects of the workplace. It affects everything from engagement to productivity, and even affects employee retention. No one likes to work in a toxic work environment, period. Combating negativity is not an insurmountable challenge; you just have to go about it in a strategic manner. The days of gathering around the water cooler have moved online, adding another challenge as people can hide behind screens and think less about the impact of their words and actions.

Workplace negativity disrupts productivity. It creates a place where employees dread coming to work, and employees who harbour negative attitudes about work can be toxic workers with performance issues. Employees who continually express negative opinions about the company and their co-workers may need strict counselling to modify their behaviour and attitudes. Attention to employee dissatisfaction is a sure way to overcome negativity in the workplace, however. Giving employees the opportunity to express their feelings about the workplace and helping them resolve issues that cause negativity are effective management methods.

How is it that just one discordant colleague, a single voice of negativity in a business unit or project team that is upbeat and enthusiastic, can cast such a long shadow on group morale? How does one bad apple always seem to spoil the whole bunch?

The power of bad also explains why it is so hard to sustain innovation over the long term, even when things are going well. It turns out that the impact on morale of even a small setback — a project that goes over budget, a product that does not deliver particularly well — can overwhelm all the successes that surround it. In order to overcome a setback, it usually needs 4 good things to happen.

Researchers have documented the positive impact of “social support” — friends, colleagues, neighbours who pump you up and cheer you on. Researchers have also documented the negative impact of “social undermining” — people who gossip, carry grudges, and otherwise bring you down. Not surprisingly, “Social undermining was found to have a bigger impact than social support.” So leaders with great ideas and good intentions won’t stand a chance of succeeding unless they are going to remove the bad apples within their department or organisation.

No Criticism, but Education

Too often our reaction to seeing or experiencing a negative or unfavourable behaviour is to do one of two things – ignore it or complain about it. These are natural reactions, yet they’re decidedly counterproductive. To make an impact and enact change, you have to take action and educate people. Call out negative actions when you see them, but remember that criticism isn’t taking action. You need to educate people on how they transform negative behaviours in a positive way.

Many negative behaviours are unintentional and go unnoticed by the individual. Frequent interrupters often don’t realize how disruptive they are. People making insensitive comments might think they’re being funny. Let them know how their behaviour is resulting in a negative impact. Show them the direct consequences of their actions and help them change. In the same line, be aware of your own behaviours and model positive actions whenever possible.

Speak Up

Take a stand against negativity and make your voice heard. You can’t create change by staying silent. Have conversations that address any negative behaviors you witness. Question why we’re allowing those negative behaviors to happen in the first place. Just because a negative action has been allowed or people have looked the other way in the past doesn’t mean it has to be that way forever. Have the difficult conversations. Stand up for what you believe in and push for change.

Don’t Address the Problem On your own

If you observe negative behaviour, chances are you aren’t the only one witnessing it. Find others who are willing to speak up. One voice makes a ripple, a group of voices creates waves, and many voices produce a tsunami. Find as many people as you can – there’s strength in numbers. Use that power in numbers to drive change at a faster pace. The more people you can get to be on the lookout for negative behaviours, the quicker you’ll see the changes in the workplace.

Ultimately, the good news is that bad news doesn’t have to drag down your company or your team. But it does require all of us, as executives, entrepreneurs, and change agents, to infuse well-designed strategies with a healthy dose of psychology. In business, as in life, it’s hard to get to the good unless you overcome the power of bad.

There is a real value in providing companies with the tools to carry out regular organisational assessments and this is where Great People Inside comes to your aid. Our online platform offers the best solutions and tools for your company to thrive in every type of industry and any possible situation your organisation may find itself. In terms of lowering your employee turnover rates, we recommend our GR8 Full Spectrum assessment for hiring and 360° Survey for retention. Finding the right talent, the best fit for the job and your organisation can be a very challenging task. It requires deep knowledge of your own organisation’s culture and a keen understanding of the candidate’s personality, strengths, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you find employees who can flourish and reach the highest performance required to constantly bring your company forward.

Request a free demo:

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Sources:
https://smallbusiness.chron.com/overcome-negativity-workplace-11532.html
https://www.forbes.com/sites/ashiraprossack1/2018/07/24/how-to-overcome-negativity-in-the-workplace/#19a519f641fe
https://trainingindustry.com/articles/strategy-alignment-and-planning/5-ways-to-overcome-negativity-in-the-workplace/

The Disadvantages of Business Ethics Worldwide

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Ethical compliance within an organisation is done for the benefit of the company and the employees. A well-crafted ethical compliance policy will help you and your employees make day-to-day decisions that advance your business goals without venturing over to the “dark side.” The use of ethical standards can both reduce the chances of a workplace lawsuit and help to create a positive work environment.

Reputation is one of the most valuable assets a firm can have. Leaders, managers, and employees care about their social reputation: They want to be seen as competent, generous, efficient, honest, and fair. However, an emerging body of research suggests that focusing too much on reputation can sometimes have a negative effect: Attempts to maintain the appearance of doing what’s morally right can lead decision makers to engage in various wrongs.

Take, for example, the Hallmark Channel’s stance on an advertisement it recently ran, featuring two brides kissing at the altar. After receiving public pressure from an advocacy group, Hallmark decided to stop running the ad because the brand did not wish to be “divisive” or “generate controversy.” However, this desire to appear impartial and stay out of the fray conflicted with the organisation’s stated value of “helping all people connect.” In an attempt to preserve its reputation for inclusivity, Hallmark ended up creating division.

Another example is represented by the events that led up to the great economic recession in 2008 and 2009 have placed a renewed emphasis on business ethics. Questionable financial reporting, inflated executive compensation and worthless public assurances undermined consumer and investor confidence and reignited the debate about whose interests a business should serve. While it seems that only good things should arise from business ethics, a business may be restricted in its freedom to maximise profit.

Companies increasingly recognise the need to commit to business ethics and measure their success by more than just profitability. This has led to the introduction of the triple bottom line, also known as “people, planet, profit.” Companies report on their financial, social and environmental performance. The Dow Jones Sustainability Index benchmarks companies who report their performance based on the triple bottom line. This type of performance reporting acknowledges that companies must make a profit to survive, but encourages ethical and sustainable business conduct.

Overall Management Strategy

One of the disadvantages of an ethical compliance program is that it requires the comprehensive support of management to be effective. If members of the management team decide to apply their own version of corporate ethics to the way they manage their departments, then this clash of principles can cause confusion in the workplace.

For example, a manager who tends to look the other way when his employees are committing sexual harassment sets a precedent that can start to undermine the entire corporate culture. As the ‘MeToo’ movement has made crystal clear, even with detailed policies in place, senior managers all too often act as if the rules do not apply to them.

Lack of Profit Maximisation

Developing, implementing and maintaining an ethics compliance program within your organization can be expensive and time-consuming. Ethics policies need to be continually updated to reflect changes in workplace laws and changes in your company culture as the organisation grows.

Proper administration of an ethics program often requires the hiring of an ethics officer and the commitment of company financial and personnel resources. Companies with international activities not only have to adhere to domestic laws in the United States, but have to monitor compliance with the laws and norms of behaviour in other legal systems and other cultures.

Another example in this category is, having factories in developing countries can reduce costs. This is because companies can have practices in place, such as child labour and low wages, which help to maximise profit. But although these practices are legal in those countries, they’re also incredibly unethical and will obviously never be tolerated by a company following ethical practices.

Improvements in working conditions, such as providing workers with living wage and having proper health and safety standards in place, are ethical but raises the amount it costs to run these factories. This, in turn, reduces profit which might not be an issue for large companies who can afford to allocate costs. But it can be an issue for small businesses, especially if they’re evolving.

Luckily, there are many different ways to operate ethically so companies can choose the ethical practices and approaches that best suit them. For example, advertising can considerably boost a company’s brand awareness. If you choose an outdoor print solution from a print specialist who can produce these products ethically, you can boost your reputation among your target audience even more.

Request a free demo:

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Sources:
https://blog.dominionprint.com/advantages-and-disadvantages-of-business-ethics-in-the-real-world
https://smallbusiness.chron.com/advantages-disadvantages-business-ethics-10414.html
https://hbr.org/2020/02/research-the-downsides-of-trying-to-appear-ethical