The onus is on senior leadership to create an environment where all employees and contract workers feel comfortable discussing the challenges they are experiencing. (Photo: Shutterstock)
Two years after the onset of the coronavirus pandemic, more business leaders realize they must be thoughtful and sincere when it comes to helping their employees manage stress and reduce burnout. According to Wellable Labs' annual Employee Wellness Industry Trends Report, 90% of the employers are increasing their investment in mental health programs, followed closely by stress management and resilience programs (76%), and mindfulness and meditation programs (71%).
The pandemic has radically and permanently transformed the global workforce, and business leaders need to address "workforce wellness" by extending what they offer their employees to their independent contract workers in order to keep engagement levels high and turnover rates low.
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The Bureau of Labor Statistics reports that more than 4 million Americans quit their jobs in January 2022 alone, many of them to work for themselves as independent contractors. They have become an integral part of the workforce, particularly in the professional services industry, a broad category that includes creative agencies, IT services firms, management consultancies, architecture and engineering firms, and the embedded services divisions of products companies.
It's a trend that began before the pandemic struck in 2020 and accelerated over the last year. MBO Partners' annual State of Independence report reveals that the number of full- and part-time independent workers spiked 34% in 2021 to reach 51.1 million, up from 38.2 million in 2020.
This trend has triggered a departure from traditional workforce management processes and signals the emergence of new workforce ecosystems that provide access to new talent and require a better understanding of how to operate in today's networked economy. Providing wellness programs for independent workers is one way to attract the best contractors and differentiate your brand.
A high rate of job satisfaction among independent workers does not immunize them from the stresses of living in a time of recurring COVID-19 outbreaks, skyrocketing inflation, and global economic uncertainty. They are just as likely as their employee counterparts to suffer feelings of burnout that can impact their productivity and ability to consistently produce quality work. As a result, it becomes virtually impossible for companies to maintain a reliable capacity of contract workers for short- or long-term projects.
The onus is on senior leadership to create an environment where all employees and contract workers feel comfortable discussing the challenges they are experiencing with their team leaders and one another. Equally important is the need to create opportunities for team members to connect on an informal basis to keep them engaged when they are working remotely.
Reimbursing people for gym memberships or yoga classes, offering in-person and virtual access to mental health professionals, and holding fun group activities like a hiking club that promote physical fitness and socializing are some good ideas for how to promote a corporate culture of wellness — but only if people utilize them.
Consider launching a consistent company-wide marketing campaign that notifies and encourages employees and contract workers to utilize wellness resources, PTO flexibilities and perks like discounts on gym memberships. Additionally, make it clear to all senior managers and team leaders that they are responsible for encouraging full-time employees and contract workers to take advantage of these resources. They should also schedule recurring one-on-one meetings that focus on wellness to discuss feelings of high stress, overwork or underappreciation. Train managers on how to identify the subtle warning signs that an employee or contractor is in crisis and how to express empathy for what they are going through.
People are often reluctant to communicate that there is too much work on their plate, and working remotely as an employee or independent contractor can exacerbate fears of repercussions for doing so. An effective workforce wellness program teaches people how to use their time effectively and determine whether they have the time to take on another task or project.
When people know how to accept an assignment, they avoid placing unnecessary pressure on themselves. This means asking questions about the scope of the work, the client or manager's expectations for the final output, budget and deadlines. The more clarity someone has on the parameters of a new assignment, the more likely they are to feel confident in accepting it or, importantly, explain why they cannot.
Of course, mid-level managers, VPs and everyone else that constitutes your workforce should feel comfortable discussing their feelings of high stress and overwork with their colleagues. Again, senior leadership must ingrain workforce wellness in the corporate culture. That means everyone, including the CEO, should participate in company-sponsored activities, take advantage of services like access to mental health counselors, and take time away from work to recharge.
Just as important as taking an afternoon, a day, or a couple weeks off is how people actually spend that time. Working remotely, even part-time, too often blurs the line between work time and personal time. How you check out of work on Friday and prepare for the coming week on Sunday night can mean the difference between being able to relax and make time for activities that promote health and mental wellbeing or simply dreading the start of another overwhelming workweek.
Unplugging on weekends requires effective action planning. Create a routine on Friday afternoon that helps you disconnect, and encourage your colleagues to do the same. For example, send a note to your team members – including contract workers – thanking them for the good work they've done over the past week. Remind them to disconnect over the weekend and encourage them to spend a few minutes on Sunday evening planning the week ahead, perhaps by following a process like time0blocking their calendars or simply creating a list of their priorities. You'll help them help themselves unwind on the weekends and go to bed Sunday night ready for the week ahead. Tell them to close their email and Slack or Teams apps, including the ones of their phones, then you do the same.
Extending wellness programs to contractors may present legal challenges in the United States, such as requirements dictating when a contractor must be considered an employee who is eligible for full health benefits. It's important for employers to be mindful of their status when adopting a more inclusive mindset.
One option to consider is creating a "contractor resources guide" that provides information on wellness and training programs contractors can take advantage of on a volunteer basis so they are aware of the resources available to them. Providing this information helps create a closer and hopefully longer-term relationship with the contractors.
The need for independent contractors to prioritize their health and wellbeing is becoming front and center. Companies like Leaper offer people working for themselves a wide range of resources and programs to help them create healthy habits and cope with stress and anxiety. I expect more employers will make concerted efforts to do the same, either on their own or in partnership with a third party. We will see a major shift in how employers treat their contractors.
Incorporating physical and mental wellness into the company ethos will help the senior leadership team's emphasis on wellness cascade down throughout the entire workforce ecosystem. A workforce wellness program that addresses the physical, mental and emotional wellbeing of employees and contract workers will improve productivity and retention rates, as well as help recruiting efforts in today's tight labor market.
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