Maybe work isn’t your happy place

Maybe work isn't your happy place

Not long ago, a study reported that a substantial number of people were found to have lower levels of stress hormone while at the office than when at home. This finding downplays the stress at the workplace. To be more precise, men were the ones more likely to experience stress at the office than home.

But it doesn’t discount the fact that people still experience stress at the workplace. As many as 20% of those polled in a 2013 HPB survey reported high levels of job stress. That’s 2 in every 10 employees. And almost half of those polled in a separate survey (comprising at least 400 employees per country) reported a lack of job satisfaction. More disturbing is the finding that over half of those polled in a recent LinkedIn survey would consider sacrificing a workplace friendship for promotion. That spells for a happy workplace. Not.

Although job stress often surfaces from employees managing heavy workloads, there are many other factors which impact employee engagement. Things which managers and supervisors play an enormous role in shaping. Things like team dynamics, personality clashes, and leadership styles.

Here are 10 ways line managers can help:

1. Social support
A Gallup poll found that engaged employees were more likely to have friends at the workplace. Line managers play a role in cultivating a work culture which encourages friendships. Look here for tips.

2. Work-life balance
Employees are more likely to be engaged and productive when their leaders value sustainable ways of working, which includes supporting work-life balance. A HBR survey reveals that it’s important for leaders to practice what they preach. It’s a tune that’s getting more airtime these days.

3. Find ways to get active
We all know why we should invest in moderate to vigorous exercise three times a week and incorporate fruits, veggies, and whole grains in our daily diet. It does wonders for our cardiovascular health. It protects against dementia and certain types of cancer. But workplace health programmes may not always stress a key benefit (no pun intended). Exercise is the key to managing stress levels. Here’s an incentive for line managers to support the Get Fit programme at the office!

4. Find time to relax
Research supports the view that engaging in relaxation activities helps us manage our stress. A recent INSEAD study shows that spending just 15 minutes focused on breathing enabled people to make better decisions. Another recent study shows that creative pursuits are an effective way to recharge and destress. Daily practice of a relaxation method resets the threshold at which we get angry (Goleman, 1998). Findings that extroverts relax more easily than introverts suggests that we need to recognize that there is no one-size-fits-all way to relax. 

5. Assertive communication
Exercise is an excellent way to get back into a good mood. But we’re probably not going to be running a treadmill or smashing a ball against the wall when given extra responsibilities at work. There are no appropriate moment to go “en garde”. Or signal for us to put on the boxing gloves. We can however learn to say no. Line managers have the responsibility to encourage staff to practice assertive communication.

6. Sleep is underrated
Sleep is not just for those who party hard. It’s for those who want to learn, solve problems, remember things, and make good decisions (here’s the science). What’s more, sleep is the anti-aging treatment. But you’ve heard this many times over. But did you know that exposure to blue light which your smart devices emit in large quantities makes it more difficult to get to sleep quickly or to get good quality sleep? It’s time to tell your staff to switch off their devices and get more REM and deep sleep – essential for enhancing job performance (tips at the end of this article).

7. Use your Employee Assistance Programme!
Family conflict affects relationships at the office, not just at home. A recent study shows that conflict at the home causes employees to react negatively to co-workers and to use fewer adaptive strategies (e.g., social support, assertiveness) at work. Another study shows that mood affects productivity. Those coping with a difficult life event (e.g., bereavement, illness in the family) make more mistakes when adding two numbers together than those not experiencing such an event. Those coping with life events also report lower happiness and productivity ratings than their peers. Managers in organizations with an EAP can encourage staff to use their EAP to tackle work-related and/or personal problems. Recent research indicates that “organizational support programs, which aim to improve employee well-being, are not being used by the employees who need them most”.

8. Training evaluation
A 1997 study showed that an in-house time management training programme, which enhanced employee’s capacity for impulse control and for regulating their own emotions, had a 1989% return in a 3-week period. It’s noteworthy that employees were not given generic, practical tips but instead encouraged to manage their emotions. Most importantly, the organization measured outcomes in terms of employee performance (e.g., rated by co-workers, line managers) not satisfaction with the training programme.

9. Organizational structure
It’s not hard to see how workplace harrassment can negatively impact employee well-being and physical health, in turn affecting productivity and employee engagement. But a recent review of the literature indicates that workplace harrassment does not arise from just personality clashes alone. The way an organization is structured may make it easier for bullying to take place. So it’s ever more important now than before that senior management explicitly supports respectful behaviour.

10. Self-care
Fair bosses are the best! They produce engaged employees and productive companies. But they’re prone to burn out (evidence here). So self-care is imperative for managers and supervisors. That is, doing all the above themselves. This includes: “getting sufficient sleep, taking short mental breaks during the workday, adhering to a healthy diet and detaching from work completely when outside of the office”

Bosses, take note!

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Understanding Gen-Y

A 2010 Harvard Business Review report, Mentoring Millennials indicates that Millennials—those born between 1977 and 1997—seek work which they find personally fulfilling. Their wish list includes a desire to develop their skills, to be mentored, to receive career coaching, and to have flexible work hours.

A 2013 report from the Millenial Impact Corporate Research Project indicates that 75% of millennials like, retweet, or share content on social media, while A Pew Research Centre study reports that 75% of Millennials have a profile on a social networking site and 20% also have a video of themselves online. Additionally, a 2013 Gallup study reports that Millennials are the more likely than Gen-X and Baby Boomers to say that they would leave their company in the next 12 months if the job market improves.This concurs with a 2012 workplace poll that reports 91% of Millennials expecting to stay in a job for less than 3 years. On the bright side, the Gallup report finds US Millennials to be more actively engaged at their job than other generations of employees.

In the local context, a Singapore Human Resources Institute study characterizes local Gen-Y employees as a restless and tech-savvy lot. Job insecurity seems a major concern for them, according to a 2013 study on young people in Asia by Viacom International Media Networks Asia. But the same report also notes that as many as 69% of Millennials in Singapore describe themselves as “very happy””. And like employees from the other generations, local Millennials also view financial rewards and work-life balance as job incentives—a finding from a 2012 Civil Service College study on 450 local public officers.

The good news is that Gen-Ys are productively engaged workers, given the right incentives. And those things are things that everyone wants (“Winning the generation game“, The Economist, 28 Sept 2013). Employers just need to know what those incentives are.