3 Simple Ways to Care for Employee Mental Health During Covid-19

As we continue to navigate the pandemic on a personal and professional level, there’s never been a more salient time to look out for those around us.

Caring for employee mental health should be a priority all-year-round, but in times of heightened uncertainty and change, we need to approach the task with much more integrity – especially if we’re working in remote environments.

We spoke to a number of leaders across Knight Frank about the best ways to care for employee mental health during Covid-19.

3 simple ways to care for employee mental health during Covid-19

1. Prioritise communication and praise

Stephen Clifton, Partner, Head of Commercial, believes that communication has to be the biggest focus.

Clifton explains: “For some, being forced to work from home isn’t beneficial for productivity, family circumstances and emotional wellbeing, whereas for others, it may be a dream come true. Ultimately, regular, clear communication with all teams is critical – now more than ever – so that employees feel connected to their workplace. You can never be guilty of over-communicating, as long as its authentic, clear-cut, calm, compassionate and timely.

“Managers need to have an open (virtual) door policy, where people feel encouraged, comfortable and safe to talk about how they are feeling, how they have been impacted and what their ongoing concerns are. Another thing to note is that praise goes a long way. We all need recognition for the things that we are doing – shout about your employees’ successes. Likewise, a simple thank you can make a big difference, even over Teams or Zoom, there’s nothing better to boost morale and make someone feel valued.”

Managers need to have an open (virtual) door policy, where people feel encouraged, comfortable and safe to talk about how they are feeling, how they have been impacted and what their ongoing concerns are.

2. Be vulnerable and ask twice

Amanda Lim, Partner, Head of Flexible Office Solutions, knows that in order for others to open up to you, you need to open up to them.

Lim explains: “People need to know that it’s okay not to feel okay, and that they can talk about it with their line managers. I’m not saying this is any way an easy task, but its definitely something for managers to think about: Have you shown vulnerability to your team? Emotional vulnerability has traditionally been viewed as a weakness in the workplace, and a lot of people are terrified of being judged, but without vulnerability on both sides, we cannot build strong relationships.

“I tend to check in regularly on an individual basis with my team. If I get the standard response of ‘I’m good, thanks’, I ask again to be sure. I’ve also learned that everyone needs support in different ways. Generally, I try to make a habit of asking ‘How can I help this person have a better day?’. As leaders, we must be humans before we are managers.”

Check in regularly on an individual basis with your team. If you get the standard response of ‘I’m good, thanks’, ask again to be sure.

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3. Embrace both structure and flexibility

Neil McLocklin, Partner, Strategic Consulting, believes that flexibility, structure and employee autonomy are paramount to wellbeing.

“People perceive the world right now as chaotic and unpredictable. A well-organised workflow can help instil some sense of normality and control. Part of that involves ensuring employees can have blocks of uninterrupted time to focus, as well as breaks to unwind in. After a full day of online meetings, we can feel drained and exhausted – with researchers now recognising ‘zoom fatigue’ as a consequence of overusing virtual meeting platforms.

“For years, employees have been advocating flexible working’s role in wellbeing, which the pandemic has accelerated the adoption of. Flexible working hours, for example, can allow employees looking after their families to cope better with periods of lockdown. Equally, flexible working policies that allow employees to choose between remote working and the office will instil a sense of autonomy, and allow everyone to access the right environment for what they need to thrive – be that a social, collaborative office, or a quiet kitchen table.”