In recent years, the workplace has seen a significant shift in attitudes towards taking time off when unwell. A survey by law firm Winckworth Sherwood reveals that 89% of HR leaders now believe it is more acceptable to take sick leave compared to five years ago. Interestingly, only 69% of employees share this sentiment. This change is largely attributed to employees feeling more comfortable reporting illnesses, particularly mental health issues.
Key Findings from the Survey
Mental Health Acceptance:
The increased acceptability of taking time off for mental health concerns is a positive step. Employers are recognising the importance of mental wellbeing, although there is still room for improvement in how employees perceive this acceptance.
Menopause Awareness:
Despite greater awareness about the impact of menopause on employees, only 18% of employees and 26% of employers feel it is more acceptable to take time off for menopause symptoms than it was five years ago. This highlights a significant area that needs further attention and support.
Wellbeing Strategies:
While 84% of the 250 HR leaders polled stated they had managed to reduce sickness absence levels through wellbeing strategies, the primary motivations for these strategies were improving productivity, work-life balance, and staff retention, with reducing sickness absence coming in fourth.
Preventing Sickness Absence:
There is a disconnect between what employers and employees view as effective measures to prevent sickness absence due to mental ill-health. Employers prioritise fair pay and reward, whereas employees value job satisfaction, autonomy, and work-life balance.
Bridging the Gap
Louise Lawrence, a partner at Winckworth Sherwood, notes that while employers and employees agree on several issues, there are significant discrepancies in their priorities and goals. To bridge this gap, employers need to:
Track Wellbeing Data:
Regularly monitor sickness absence records and engagement levels with wellbeing activities.
Set Clear KPIs:
Establish measurable goals for wellbeing strategies to ensure their effectiveness.
Create Unique Wellbeing Strategies:
Develop tailored approaches that address the specific needs and challenges of their organisation.
Lead by Example:
Senior leaders should actively participate in and promote wellbeing initiatives to foster a healthier workplace culture.
Harriet Calver, senior associate at Winckworth Sherwood, emphasises that while it is encouraging to see a greater acceptance of taking time off for mental health issues, too much responsibility still falls on employees to manage their wellbeing.
Workplaces can be more effective in promoting a healthier culture by reassessing their wellbeing priorities, identifying specific organisational challenges, and continually evaluating and adapting their strategies.
Moving Forward
As we continue to navigate the complexities of workplace wellbeing, it's crucial for employers to not only recognise but also actively support the health needs of their employees. By doing so, they can create a more inclusive and supportive environment that benefits everyone.
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