Latest news with #workplacewellbeing
Forbes
15 hours ago
- Health
- Forbes
Men's Health At Work: A Silent Threat To Culture And Productivity
Men's health in the workplace is a silent issue brewing. In Corporate America, you'll rarely hear male leaders admit they "need a break" or openly ask for help. Yet behind the scenes, many high-performing men are silently burning out, neglecting their well-being, and pushing onward until something breaks. Men's health is lagging behind that of women. As of 2023, U.S. men live, on average, 5.3 years fewer than women—75.8 years compared to 81.1. As it pertains to the workplace, according to the Journal of Occupational and Environmental Medicine, psychological distress in men drives $8,432 per person annually in presenteeism losses and $2,796 in absenteeism, which is double the impact seen in women. June may be Men's Health Month, but for corporate America, men's health needs a 365-day focus. The cost of ignoring it is significant: diminished productivity, increasing healthcare claims, leadership attrition, and untapped potential not realized. Addressing this requires reframing men's health and how organizations approach performance, well-being, and leadership sustainability, starting with these three foundational shifts. Rest Doesn't Equate To Weakness Or Lower Ambition In many high-pressure environments, rest is viewed as a luxury or, worse, a risk. Taking a break can feel like you're falling behind. This mentality quietly undermines leaders' ability to operate at their highest level. Just as athletes suffer when recovery is skipped, so too do executives. When rest and circadian-aligned living are neglected, judgment erodes, creativity stagnates, and leaders become reactive rather than responsive. As burnout and retention strategist Chazz Scott shared, "Most people can't say, 'I took a break today and still felt successful.'" That quiet guilt, he noted, is deeply embedded in many male leaders and often stems from inherited beliefs that rest equals weakness. However, the reality is the opposite. Rest, recovery, and restoration aren't the enemies of ambition. Instead, they're essential components of your optimal performance infrastructure. Ignoring these pillars doesn't just affect the leader; it affects everyone downstream. Leaders can build systems and cultures that support performance and recovery through: Well-Being Isn't A One-Size-Fits-All Equation There's been a much-needed shift toward prioritizing well-being in the workplace. However, most initiatives still fall short. While meditation apps and fitness challenges are well-intentioned, they often miss the mark, especially for male leaders navigating unique physiological, cultural, and socioeconomic stressors. Health risks are not distributed equally. Black men, for instance, face significantly higher rates of hypertension, cardiovascular disease, and chronic stress, regardless of income level or professional title. Potential reasoning for this is, in some circles, attributed to what researchers call the weathering effect: the cumulative toll of enduring racialized stress over time, which accelerates biological aging and worsens long-term health outcomes. As Justin Grant, author of Company Men: A Wellness Guide for Black Men in Corporate America, shares, the higher Black men rise in corporate spaces, the more likely they are to experience anxiety, isolation, and declining health. And they're not alone. Latino, Asian, and even first-generation professionals each face distinct challenges that generic wellness programs don't address. A more precise and culturally strong wellness strategy might start with: Guard Your Mind And Don't Marginalize Yourself For many male leaders, performance and identity become inseparable. Output becomes an ever-growing proxy for self-worth. Titles become personalities. And over time, the line between the person and position blurs. In this environment, mental health isn't just about managing stress. It's about preserving a sturdy sense of self. As Scott noted, when leaders operate in emotional isolation, they lose what he calls "social capital": the trust, rapport, and influence required for meaningful and effective leadership. The health risks are serious. A study published in World Psychiatry found that isolation and a lack of social support increase the risk of burnout, anxiety, depression, and PTSD in professionals—no amount of success or compensation shields against this erosion. High performance doesn't require abandoning your identity. Yet many men, in pursuit of growth and achievement, entirely sacrifice their hobbies, passions, and relationships, only to arrive at the top with fractured lives. Leaders rooted in their identity and a strong sense of self, rather than just achievement and accolades, tend to be more resilient. Organizations can support this by: Men's Health in Corporate America Men's health struggles don't show up on quarterly reports until it's too late. By then, they've already surfaced as stalled leadership pipelines, costly turnover, disengaged teams, and declining innovation. High-performing men aren't immune to exhaustion, disconnection, or identity loss. They're often the most skilled at hiding it. When that happens, companies not only lose talent but also trust, longevity, and untapped potential. Much like women's health, the well-being of your male leaders isn't just a personal matter; it's a business imperative. And it's also key to winning the future of work.
Yahoo
2 days ago
- Health
- Yahoo
Does mental health first aid work?
If you hurt yourself at work, chances are you'll be treated by a first aider. But mental health problems aren't always as straightforward as a cut or sprain – and it isn't always obvious what to do or who to ask for help. This is where mental health first aiders come in. Volunteers usually undergo a two-day training course to identify, understand and respond to the first signs of mental health challenges or emotional distress among workers. But they aren't psychologists or therapists; they are simply supposed to listen and direct people to mental health services, with the aim of tackling the growing problem of poor mental health in workplaces. Now, more than 20,000 employers have used Mental Health First Aid England to train staff members to identify, understand, and respond to signs of mental health challenges among workers. According to MHFA England, more than 1 million people have now been trained to be mental health first aiders. But does it really work? There is no denying that something needs to change in our workplaces. One in seven people in the UK workplace are currently experiencing mental health problems – and one in four people in the UK feel stressed more days a month than they don't. Despite this, many workers still feel unable to speak to their employers about a mental health problem. 'The purpose of a mental health first aider is to act as an accessible, trained peer who can identify early signs of mental distress, offer initial support, and guide colleagues toward appropriate professional help,' says Maria-Teresa Daher-Cusack, an organisational psychologist at Health Assured. Read more: How employers can prevent mental health crises at work They aren't expected to diagnose or treat mental health conditions. Instead, they are trained to listen without judgement and signpost individuals to resources such as Employee Assistance Programmes, GPs or therapists. Essentially, mental health first aiders serve as an initial point of support for individuals who are struggling, and research shows early intervention is widely associated with more positive outcomes for individuals. 'Their presence helps to normalise conversations around mental health, reduce stigma, and create a more open and supportive workplace culture,' says Daher-Cusack. 'Mental health first aiders can be a vital part of a broader wellbeing strategy. They offer a human connection at a time when someone might be feeling isolated or overwhelmed. Sometimes, just knowing there's someone approachable nearby can make all the difference.' It's easy to see why the scheme has become so popular. It's quick, easy and relatively inexpensive to train a volunteer to be a mental health first aider. In 2023, Conservative MP Dean Russell even proposed that all employers should be legally required to offer mental health first aid training. But, experts caution that it's not a silver bullet. In fact, there is mixed evidence as to whether it makes a significant difference to workplace mental health overall. A systematic review of nine studies published in 2023 found 'insufficient evidence' that the scheme 'improves the helping behaviours of trainees or the mental health of recipients'. Another study, in which researchers reviewed 21 trials of mental health first aid training involving 22,604 participants, found no reliable evidence to suggest that the programme is effective. And, studies examining the practice were found to be at a "high risk of bias". A lack of clear evidence doesn't necessarily mean that mental health first aid doesn't work. However, experts have highlighted that there are limitations. It doesn't address the wider considerations of supporting mental health at work, such as flexibility, culture, leadership and accessing professional support. 'Wellbeing initiatives underpinned by people practices as well as policies, and embedded in the culture of an organisation, can contribute to increased feelings of psychological safety at work. MHFA's can be a part of that mix for sure, but only a part of it,' says counselling directory member Nadia DiLuzio. According to DiLuzio, a downfall of mental health first aid is that it might be the workplace itself causing, contributing to or exacerbating mental health challenges. Therefore, a volunteer isn't likely to address the underlying problem. Read more: Why the pressure to be liked at work is holding women back Another commonly cited concern is the limited scope of training. 'Most MHFA courses last just one or two days – enough to build awareness and basic skills, but not sufficient to equip someone to handle complex or high-risk situations,' says Daher-Cusack. 'There is also a risk that organisations may over-rely on MHFAs or treat the initiative as a tick-box exercise. Without ongoing support, supervision, and integration into a wider mental health strategy, the impact can be limited and the emotional burden on the first aider can be significant.' Should employers abandon mental health first aid? Not necessarily. It can be effective, but only as part of a broader, systemic approach to workplace wellbeing. This includes fostering a culture of openness, clear referral pathways, access to professional support, and flexible work options. A 2023 University of Pittsburgh study found that companies offering flexible hours and locations saw significantly lower rates of depression. 'As the conversation around mental health in the workplace continues to evolve, mental health first aiders represent a promising step forward,' says Daher-Cusack. 'But like any first aid measure, their value lies in what happens next: the care, the follow-up, and the commitment to long-term wellbeing.' Read more: How to cope with pregnancy sickness at work How the maternity system is failing self-employed women Why neurodivergent workers pay the price for poor communication
CTV News
4 days ago
- Health
- CTV News
More federal public servants feeling stressed, emotionally drained: survey
More federal public servants are feeling emotionally drained at the end of the day and higher levels of stress on the job, while fewer federal employees have a sense of satisfaction from their work, according to a federal government survey. The Treasury Board of Canada Secretariat released the results of the 2024 Public Service Employee Survey on Monday, which measures federal employees' opinions about their engagement, leadership, workforce, workplace, workplace well-being and compensation. The response rate for the survey was 50.5 per cent, with 186,635 employees in 93 federal departments and agencies responding to the government survey. Twenty-three per cent of respondents reported 'high' or 'very high' levels of work-related stress in 2024, up from 19 per cent in 2022. The survey found 35 per cent of respondents said they 'always' or 'often' feel emotionally drained at the end of their workday, up from 28 per cent in 2022. Ten per cent of respondents rated their mental health as 'excellent,' 25 per cent as 'very good and 36 per cent as 'good,' down from 12 per cent who rated their mental health as 'excellent,' 28 per cent 'very good' and 36 per cent 'good' in 2022. When it comes to their work, 72 per cent of federal public servants said they get a sense of satisfaction from their work, down from 78 per cent in both 2020 and 2022. The number of public servants who disagreed with the statement 'I get a sense of satisfaction from my work' dropped from 11 per cent in 2020 and 2022 to 15 per cent in 2024. Sixty-nine per cent of respondents said they 'strongly agree' or 'somewhat agree' they have the support at work to balance their job and personal life, down from 78 per cent in 2022. The Treasury Board Secretariat conducted the survey from Oct. 28, 2024, to Dec. 31, 2024, just months after the government required employees in the core public service to be in the office a minimum of three days a week. Sixty-five per cent of public servants said their office is suitable for their job requirements, down from 80 per cent in 2022 and 78 per cent in 2020. The survey found 67 per cent of public servants agreed they feel valued at work, down from 72 per cent in 2022. Eighty-two per cent of respondents said they are proud of the work they do, down from 85 per cent in 2022. Seventy-seven per cent agreed with the statement, 'Overall, I like my job' – down from 81 per cent in 2022 and 83 per cent in 2020. The Public Service Employee Survey finds an increasing number of public servants do not have confidence in senior management in departments and agencies. Fifty-five per cent of respondents said they have confidence in senior management, down from 64 per cent in 2022 and 68 per cent in 2022. The survey also found 65 per cent of respondents said their department or agency does a good job of communicating its vision, mission and goals. Sixty-seven per cent of respondents said they would recommend their department or agency as a great place to work, down from 73 per cent in 2022. A total of 36 per cent of respondents said they intend to leave their current position in the next two years.
Yahoo
4 days ago
- Business
- Yahoo
Pearn Kandola Announces First-Ever Psychological Safety Week, Backed by Media Sponsor the Financial Times
Free five-day global initiative aims to redefine workplace wellbeing and performance in the modern era OXFORD, England, June 24, 2025 /PRNewswire/ -- Business psychology firm Pearn Kandola today announces the launch of the inaugural Psychological Safety Week, a new international initiative supported by media sponsor the Financial Times. Taking place from 22–26 September 2025, the week will feature free online events, downloadable resources, and daily workplace challenges—all designed to help organisations understand and implement psychological safety: the belief that people can speak up, share ideas, and take risks without fear of negative consequences. Recognised in Google's renowned Project Aristotle as the top predictor of team effectiveness, psychological safety has become increasingly important in a world facing hybrid working models, fast-evolving technology, and global uncertainty. Professor Binna Kandola OBE, Co-founder and Senior Partner at Pearn Kandola commented: "Psychological Safety Week arrives at a crucial moment. As organisations grapple with new ways of working and the impact of AI and social change, creating psychologically safe cultures isn't just good practice—it's a competitive advantage. We're proud to lead this conversation, and grateful to the Financial Times for their support as media sponsors." Rukasana Bhaijee, Global Head of DEI at the Financial Times, commented: "We're pleased to support Psychological Safety Week as media sponsors. At the FT, we believe psychological safety is central to inclusive and effective workplaces, and we're excited to amplify this important initiative." What to Expect Expert webinars Industry panels Shareable online resources Engaging daily challenges Why It Matters Now From pandemic aftershocks to political polarisation and AI transformation, today's workforces face unprecedented complexity. Psychological safety creates the trust needed to navigate uncertainty, improve collaboration and drive innovation. Join Psychological Safety Week Register for free at About Pearn Kandola Pearn Kandola LLP is a business psychology consultancy who have been transforming leaders, teams and organisations globally since more than four decades, the firm has worked with global organisations to apply evidence-based insights to make workplaces fairer and more effective. Learn more: About The Financial Times The Financial Times is one of the world's leading news organisations, recognised internationally for its authority, integrity and accuracy. Learn more: Logo - View original content to download multimedia: Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Zawya
4 days ago
- Health
- Zawya
Aspen Medical and Holistic Medical Centre sign MoU to enhance workforce health solutions across the UAE
UAE, Abu Dhabi – In support of the UAE's growing focus on workplace wellbeing and the advancement of occupational health standards, Aspen Medical has signed a Memorandum of Understanding (MoU) with Holistic Medical Centre (HMC) to deliver integrated healthcare services tailored to high-impact industries and workforce populations across the country. Occupational medicine plays a central role in the prevention and management of work-related illnesses, helping ensure employees remain healthy, productive, and protected. Drawing on over nine years of experience in occupational healthcare, Aspen Medical will work closely with HMC to design and implement comprehensive health programs that contribute to safer, more resilient workplaces. The MoU outlines several areas of collaboration, including the joint delivery of end-to-end healthcare solutions for sectors such as defence, energy, corporate, and national security. These services will be available in both urban and remote environments, supporting medical readiness wherever it is needed. Under the agreement, HMC will oversee occupational health and specialist referral services, while Aspen Medical will provide onsite medical care and clinical advisory support. The partnership also includes joint wellness initiatives, such as immunisation, preventive screenings, and ongoing health risk management aligned with workforce needs. As the collaboration progresses, the two organisations will look at expanding their offerings to include additional workforce-focused services. These may include initiatives aimed at raising mental health awareness, as well as the delivery of basic workplace training—such as first aid courses—that complement existing healthcare services and reinforce a culture of safety and preparedness. Claire Westbrooke-Keir, General Manager of Aspen Medical UAE, said: 'The UAE's investment in occupational health reflects a clear understanding of the link between workforce wellbeing and long-term national resilience. Our partnership with HMC is built on shared values and a commitment to practical, high-quality solutions that meet the real needs of industries and employees alike.' Dr. Nahyan Helal, Founder and CEO of Holistic Medical Centre, added: 'Occupational healthcare has long been a cornerstone of public health. This collaboration builds on that foundation, helping employers meet regulatory requirements while enhancing the wellbeing of their teams through accessible, tailored medical support.' As the UAE continues to strengthen its position as a hub for workforce development and industrial innovation, this partnership ensures that healthcare provision keeps pace—delivering trusted, fit-for-purpose solutions where they are needed most. About Aspen Medical Aspen Medical is a global provider of healthcare solutions across a diverse range of clients in government, non-government organisations (NGOs), global agencies and the private sector. The company is a world leader in the delivery of healthcare solutions in any setting, particularly those that are remote, challenging or under resourced. Services include managing and building health infrastructure, air ambulance and retrieval services, occupational and workforce health, health technology, humanitarian and disaster response, medical supplies, training, and advisory services. In 2012, Aspen Medical partnered with the Abu Dhabi Police to launch National Ambulance. In 2014, the UAE Government extended the service to the emirates of Sharjah, Ajman, Umm al-Quwain, Fujairah and Ras Al Khaimah. It was the first partnership of its kind with an Australian company helping to pioneer new models of healthcare service development and delivery within the UAE and the wider Gulf region. Aspen Medical is the only commercial organisation in the world certified by the World Health Organization (WHO) as an Emergency Medical Team for infectious disease outbreaks and trauma surgical operations. As a certified B Corp, Aspen Medical believes passionately in using business as a force for good in everything it does, and wherever it operates. For more information visit or For Media Inquiries, please contact: Iman Ashraf Communications Manager- Aurora the Agency iman@
