Deployed civilians often work alongside the military in combat zones or other high-stress, high-risk areas. But when they return, their experience is much different. They come home to support that is often incomplete and insufficient, and sometimes entirely nonexistent.
As nations across the globe remain in lockdown to curb the spread of the COVID-19 pandemic, questions about the future of employment and workforce productivity emerge. During a recent webinar, RAND experts discussed how to get people back to work and improve productivity post COVID-19.
More widespread availability of rideshare for non-emergency medical transport may save lives, reserve emergency resources for those who need them, and provide safe pathways to primary care for the chronically ill. It could also save livelihoods, providing employment in a time of economic hardship.
COVID-19 may leave a long legacy of poor health and well-being in the National Health Service workforce. This could affect quality of care and the financial performance of the system. We need to ensure that NHS organizations provide significant support for health care workers.
COVID-19 will likely have a direct effect on the health and wellbeing of employees. While many employers responding to the COVID-19 crisis have understandably been concerned with business resilience, processes, and performance, it is important that they also continue to focus on the health and wellbeing of staff.
The working and living conditions of farmworkers make practicing social distancing, self-isolation, or quarantine impossible. In the food supply, farmworkers are the first responders who keep the supply chains going. FEMA, the CDC, and state governments should include farmworkers and agricultural communities in their emergency response plans.
The effects of the COVID-19 pandemic on health care workers' mental health could be significant and may weaken the health care system's ability to resolve the crisis and survive over the long term. Interventions to promote psychological well-being should be implemented now.
Society for Industrial and Organizational Psychology
Carra Sims, a senior behavioral and social scientist, has studied sexual harassment in the workplace for over a decade. In this Q&A, she discusses the changes that have taken place in recent years and the issue of accountability in matrixed organizations and in the gig economy.
Going to work should not mean being subjected to physical or verbal assault, but this is the reality faced by thousands of frontline NHS staff. De-escalation training may help staff manage patient violence and aggression, but there is not enough research about what works in specific healthcare contexts.
Improving staff engagement leads to a variety of positive benefits. But defining and measuring engagement is not straightforward, and different demographic factors are associated with different levels of engagement. The National Health Service in England is looking at ways to increase engagement in its staff.
A panel of experts at RAND discussed changes in the U.S. economy and findings from a survey that asked more than 3,000 Americans about issues they face in the workplace. Frequent hostility, rising inequality, slow wage growth, and changes in the demand for certain skills are some of the issues affecting workers.
Workers are experiencing high levels of hostile behaviors at work. Nearly one in five American workers have been subjected to some form of verbal abuse, unwanted sexual attention, threats, or humiliating behavior at work, with younger non-college educated workers bearing the most risk.
The Individual Placement and Support model, which helps people with severe mental illness gain employment, has been a major statistical success. Why does it work and how it might be applied to other vulnerable populations?
Chris Borland retired early out of concern for his long-term mental and emotional health as a result of football's well-documented link to traumatic brain injury. Hopefully, his bold move will lead to better prevention and treatment of brain trauma in football, but it is also an issue for young athletes, military veterans, and others.
If mental health problems are the most significant barrier preventing people on benefits from taking up employment, then why not transform how the system supports them? Policymakers could redirect some of the resources available to the benefit system towards improving mental health outcomes, and put more evidence-based interventions in place. The savings to the benefit system should logically pay for this investment.
Employment has distinct health and wider personal benefits for people with common mental health problems and it is also associated with lower healthcare utilization, benefit savings, and income tax gains for the UK Government.
During an economic downturn, employers are unlikely to put the mental health of their workers at the top of the agenda. But it is precisely in these circumstances that employers cannot afford to ignore the mental well-being of employees.