As employers prepare post-COVID-19 workplaces, supporting employees’ mental health can be as critical as creating a safe physical environment. Safety measures, such as sanitizing protocols and respiratory hygiene, are vital considerations for physical wellness. Taking a broader view of employee health that also includes emotional and social wellness can help employees manage uncertainty, engage in the workplace and adjust to a “new normal.”

Focusing on mental health is especially important during the readjustment phase. Employees may bring new stressors after weeks of sheltering in place that employers need to consider – from fear of infection at work to personal issues, such as child care concerns or substance abuse. Some may have delayed medical care, while others may be feeling financial stress or mourning lost loved ones. Others may be feeling the toll on their mental health in the form of anxiety, sleeplessness or depression.

Emotional and Social Reintegration in the Age of COVID-19
“These uncertain times are stressful, and we know that stress can lead to poor performance and poor health,” said Dr. Marcos Iglesias, Medical Director at Travelers. “Now is the time to start conversations about the future and drafting a road map that works for your organization.”

As COVID-19 restrictions are gradually lifted, recognizing employees’ emotional and social health can help them reintegrate into the workforce and allow employers to offer additional resources when needed. Here are some strategies to help support mental health as employees return to work:

1. Practice Clear and Frequent Communication
Communicating with employees about plans to reopen can help keep them engaged and provide a sense of normalcy. Employees will want to hear about their company’s response plans, from social distancing to wearing personal protective equipment (PPE), as well as details about workforce and financial stability.

“It is important for employees to know what to expect as they return to the workplace,” Dr. Iglesias said. “That can help remove some of the uncertainty and reassure employees that you have their best interest in mind.”

When you share public health and safety information with employees, it should come from credible sources, such as the Centers for Disease Control (CDC), state health departments, and reputable medical organizations and journals.

2. Train Supervisors to Recognize At-Risk Employees
While many employees will be fine once they return to work, there may be some who have a harder time reentering the workplace and readjusting. Supervisors and managers can play a critical role in communicating with employees, providing stability and recognizing signs of distress. A recent study shows that 57% of workers are comfortable with their manager asking them about their mental health and 41% want their manager to proactively ask them.

It’s crucial that supervisors and managers are trained in how to recognize employees who may be in distress and to know when and how to intervene. A simple, “Are you okay?” may open the door to better communication and provide an opportunity to gauge an employee’s mental health risk.

Supervisors can also create a welcoming environment for employees who may be returning in a modified duty role or who may have recovered from COVID-19 and may fear being stigmatized. Setting expectations and having clear communication can help these employees readjust to the workplace.

3. Evaluate Flexible Work Arrangements
Employers may want to consider flexible work arrangements, such as adjusted schedules and remote working when possible. These may be necessary during reintegration to reduce stress for those dealing with personal and family issues, such as school closures or caring for loved ones. Companies may also need to reconsider their policies for paid time off, sick leave, leaves of absence, disability and bereavement, based on unique situations that their employees face. Continuing the open communication once employees return can help address challenges and identify solutions.

4. Consider Workplace Accommodations
Returning to work may create anxiety for some due to social proximity, especially when using shared workstations, shared dining space and food prep areas. Employees may ask for accommodations, such as separate work areas, physical barriers, face masks, PPE, cleaning equipment and working from home. This may be especially important for certain employees, such as those with chronic medical conditions and those over age 60.

5. Provide Access to Mental Health Resources
Employers must have available mental health resources for employees in need. This may take the form of an Employee Assistance Program (EAP) or a referral to external organizations that can provide crisis intervention, counseling or other assistance. Easy access to and promotion of a company’s EAP can help provide many helpful resources – not just mental health – to employees in need.

The COVID-19 pandemic has activated a surge in the use of telehealth, including remote and virtual interactions between individuals and healthcare providers. Access to telehealth can be an important part of an effective strategy for facilitating care to employees post COVID-19, and may offer an efficient alternative to in-person rehabilitation, addiction and mental health appointments. Resilience training may also help employees feel more empowered as they return to work.

There may be cases when urgent intervention is needed: suicide risk and threats of violence. Employees need to know how to identify this risk and what to do in these crisis situations, and providing them with a plan is imperative.

If you have 10 or more employees, a group disability benefit may be a valuable addition to your employee benefits package.
 
Group disability plans typically provide a totally disabled covered employee with a benefit of up to 60% of their pre-disability income, to a specified maximum, such as $10,000 a month. It can help to cover personal expenses as well as provide business overhead protection.

 Advantages of a group plan include:

• Plan design flexibility. In many cases, employers can elect a plan design that fits their budget and works for their employees. For example, an employer may choose a guaranteed issue plan, which gives employees the option to purchase coverage regardless of their current health condition.
• Lower premiums. Group rates tend to be lower than individual rates.
• Potentially portable. Depending on the plan design, covered employees may be able to take their coverage with them if they leave the company.
• Premium payment flexibility. Premiums can be paid by the employer, the employee, or a combination of the two, using pre-tax or after-tax dollars.
• Tax deductible premiums. You can take pre-tax company-paid premiums as a business tax deduction.
• Recruitment and retention tool. Having group disability insurance in your benefits program helps attract and retain quality employees.

Drawbacks to group disability plans include:

• Total disability definition. Many group policies require an insured to be totally disabled to receive benefits.
• Taxation of benefits. If you offer the perk of paying the premiums for your employees, any benefit they receive will be considered taxable income for them, which reduces the actual dollar value of the benefit.
• Benefit caps. Benefit amounts are capped, which may make it difficult for you and your higher-paid employees to replace a large enough percentage of income.

Game Plan
When offering voluntary disability benefits or buy-up options to your employees, access to information is important. Determining how much disability insurance your employees need and can afford requires them to examine their income, assets, expenses and liabilities, and then to figure how long they could keep everything going if they were unable to work. Theodore & Associates can help you every step of the way! Call or email us today!