Police1's second annual survey on “What Cops Want” shows both major strengths and substantial challenges in the profession. Law enforcement leadership can use the findings to better support and engage their officers.
Americans are quitting their jobs in record numbers, creating significant shortages of workers for businesses. To understand and address this issue, policymakers might need to pay attention to noneconomic factors in addition to economic ones.
Increasingly intense fire seasons are taking a physical and mental toll on wildland firefighters. Without more direct attention paid to firefighters' mental health, burnout could decimate the ranks of those who protect lives and property across the West.
The roughly 400 op-eds and blog posts published by RAND researchers during the year reflected an enormous variety of expertise and perspectives, from remote education to election cybersecurity to the economic harms of racial disparities. Here are 10 highlights that landed in high-profile news outlets.
More than 2.3 million home care workers are responsible for caring for millions of Americans who are unable to fully care for themselves. It's worth considering policy options to provide them with better access to PPE, improved compensation, and formal recognition that their work is essential.
Even before the COVID-19 crisis, the impact of poorly designed jobs on the health of workers was drawing attention. Now may be the time to fundamentally rethink the design of jobs so that they promote good health and lessen poor health and its costs.
Presenteeism occurs when people work when in suboptimal health. Both presenteeism and absenteeism are key influences on workplace productivity, but presenteeism is by far the most significant. It's vital that employers identify and deal with presenteeism, for the health of their people as well as that of the organization.
As certain COVID-19 restrictions lift, and life for some begins to return to a “new normal,” employers may have the opportunity to rebuild work policies to better support those employees who want to continue working from home. This could produce well-being benefits for employees, without compromising on, and often increasing, productivity.
Governments around the world have offered furlough schemes to try to delay employers from making any restructuring decisions during the pandemic. The aims of such programs are laudable. But they may come with unintended consequences.
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 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.
Much of the mental health support provided by employers focuses on individual staff members, but it is equally important to consider how an organization itself may need to change to effectively support employees. If an organization is serious about improving staff mental health, assessing the working culture honestly and implementing appropriate changes could be one necessary step.
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.
Reward & Employee Benefits Association Annual Report
Many employers are actively looking at ways to improve health and well-being in their workplaces. Increasing employee participation in health and wellness programs requires strategies to address health risks, engagement with staff, and buy-in and support from management.
Employers looking to address mental health problems among staff must recognize the causes and understand mental health challenges within the organization. Construction workers could face greater risk than workers in other sectors, but awareness of support and help remains low.
Insufficient sleep is linked to lower productivity, which results in working days being lost each year. With a few simple measures, employers could help improve the health and well-being of staff, improve their bottom lines, and contribute to a growing economy.
The link between productivity and well-being is recognized and increasingly accepted as a prerequisite of strong employer and employee performance. HR professionals and CEOs believe that high employee well-being means high staff engagement and a real intention to do well for the workforce.
Workplace wellness has become a $6 billion industry in the United States. Employers hope wellness programs can help control health care costs, but they are having little if any effect on costs. Companies seeking a healthy ROI should target higher-risk employees.
The press and trade publications strongly endorse workplace wellness programs as a good investment for employers. Soeren Mattke, a physician and RAND senior scientist, explains why his work tells a different story.
Wellness programs do in fact reduce health risks, like smoking and obesity, write Soeren Mattke and Kristin Van Busum. But resulting cost savings could not be detected, especially when compared to the costs of the programs.