What is psychological safety at work?

Amy C. Edmondson, the psychological safety guru, characterizes it as “a belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes, and that the team is safe for interpersonal risk-taking.”

Psychological safety also means team members are unafraid to bring their authentic selves to work. It can increase feelings of belonging and inclusion, and make employees feel more connected to their team and the organization’s purpose. With remote and hybrid work arrangements, psychological safety is even more important for keeping teams engaged.

What psychological safety isn’t.

The concept of psychological safety has been around long enough for certain misconceptions to have cropped up. Edmondson is quick to note that psychological safety doesn’t mean:

• Always being nice. Teams should be candid and not avoid hard or uncomfortable truths.
• Getting your way. The point of psychological safety is to be heard, not to have your ideas accepted every time.
• Leaders are solely responsible for a culture of psychological safety. Everyone on a team can build psychological safety by asking questions to draw teammates out, being supportive, and responding to others’ ideas with interest and concern.
• Sacrificing performance. Edmondson says high standards and psychological safety can coexist. When teams aren’t honest, they run the risk of “group think” and reduced quality of work.

How does the workplace benefit from psychological safety?

There are several notable benefits:

• Team members become more engaged and motivated when they can speak up without fear of retribution.
• Decision-making improves when people feel more comfortable sharing their opinions and concerns. The volume and diversity of perspectives can also increase, impacting decision quality.
• A culture of continuous learning and improvement emerges, as team members share and learn from mistakes.¹
• Increased safety and reduced employee errors may result. This is especially true in industries like healthcare and aviation, where employee and customer safety are paramount.²

In summary, according to McKinsey, psychological safety “extends far beyond the soft stuff: it substantially contributes to team effectiveness, learning, employee retention, and—most critically—better decisions and better performance.”³

What happens when psychological safety isn’t present in the workplace?

When employees don’t feel their voice is heard or their contributions are valued they may disengage from work and their teams. They may also experience feelings of exclusion and lack of belonging. Over time, this can cause mental health concerns like depression, anxiety and even burnout. As we know, poor mental health can lead to physical symptoms like disrupted sleep, headaches, muscle tension and fatigue and contribute to high blood pressure and heart disease.⁴

How to foster psychological safety in your organization.

Here are some practical tips for increasing psychological safety in your workplace.

1. Set the stage.

Ask leaders to send a message to all employees encouraging them to resist the status quo. Reassure them they will be rewarded for speaking up and presenting radical thoughts, unproven theories and even unorthodox opinions. Encourage employees to take healthy workplace risks, including:

• Speaking up in a meeting or proposing a new idea.
• Disagreeing with their boss and offering a different way forward.
• Sticking up for a teammate in the face of adversity.
• Taking on new responsibilities.

2. Encourage failure.

When we fail, we worry we’ll be punished or look foolish. So, we avoid speaking up or taking risks that could help solve challenges and move the organization forward. To overcome fear, leaders must stress to employees that it’s okay to fail. Ask leaders to:

• Demonstrate humility and share stories of personal failures.
• Reframe failure and talk about it as an opportunity to grow and learn.
• Support Employee Resource Groups (ERGs) where employees can openly share their opinions without fear of judgment.

3. Acknowledge every effort.

To reinforce a culture of psychological safety, it’s important to reward employees when they take risks. This could be a simple “thanks for speaking up” note or more formal acknowledgement through an employee recognition program. Post-mortems can also be a great opportunity to candidly discuss what went right and wrong on a particular project and what could be done differently in the future.

4. Measure your progress.

You will never know how psychologically safe your employees feel unless you ask. Pulse and engagement surveys can include questions like, “how safe do you feel expressing your opinions at work?” and “what can we change to make you feel even safer?” Aside from gauging employee sentiment on psychological safety, the feedback can also serve as a road map to address any issues employees identify.

Eliminate organizational fear and foster growth.

By fostering an environment where employees feel safe to take risks, speak up, and be their authentic selves, organizations can unlock greater engagement, innovation, and performance. Increasing psychological safety requires commitment from leadership and participation from everyone, but the rewards—better decisions, continuous learning, and improved well-being—make it well worth the effort.

Traits of high performers in the workplace.

You probably have a few high performers on your team. High performers are often high achievers. They work hard, stay late, say yes to extra assignments, hold themselves to high standards and deliver excellent work. They also tend to be risk-takers, allowing them to develop innovative solutions and solve problems effectively. These are qualities that are typically praised in our success-oriented society.

What’s going on with high performers behind the scenes?

High performers become stressed and anxious just like the rest of us, and perhaps even more so. The difference is they may be more likely to mask their stress and anxiety, appearing to have everything under control. Experts term this “high-functioning anxiety,” or the ability to manage mental health symptoms so well that they’re not visible to others. 

According to Psychology Today, high performers have a high incidence of depression. On the physical side, they may experience insomnia, headaches, exhaustion, digestive issues, and more. When exposure to these stressors remains unchecked it can lead to burnout syndrome. Research conducted by the Center for Research at WebMD Health Services found that one-third of employees experience persistent burnout and that burnout rates have increased nearly 25% from 2022 to 2024. Contrary to the day-to-day, short-term stress or pressures we might occasionally feel, persistent burnout is something that is chronic, intense and unrelenting. And, it should come as no surprise, your high performers may be at greater risk of burnout.

Signs that a high-performing employee may be struggling.

High performers can be good at masking mental health symptoms, but there may be a few tell-tale signs you can spot:

• Increased irritability, anger or mood swings
• Persistent sense of hopelessness, appearing defeated or deflated
• Being overly self-critical or unreceptive to constructive feedback
• Social withdrawal
• Using activities (for example, compulsive exercise) or substances to cope
• A desire to take on even more work
• Excessive worrying or ruminating about future scenarios

How employers can help high performers.

Many of the resources and interventions to help high performers manage their well-being and mental health are the same as those you would recommend to any employee. The distinction is how you approach the conversation about mental health and the greater difficulty you may encounter in convincing a high-performing employee to take advantage of these resources. 

Of course, it’s easier to have this discussion if your workplace culture already prioritizes employee health and well-being. It’s a more difficult message to land if you have a workplace culture that prizes outcomes and overwork at the cost of employee well-being. 

The timing of the conversation is also important. It’s critical not to have the discussion after something has gone wrong. Rather, bring up your concerns during a regular one-on-one meeting. 

What managers can suggest:

• Cultivate an identity outside of work. Many high performers intertwine their sense of self-worth with their work life. Urge these employees to turn their focus outward and engage in activities—a hobby, family time, volunteer work—that bring them joy and allow them to receive validation that isn’t associated with work.
• Set good boundaries. Because of their extraordinary commitment and engagement, high performers may burn the candle at both ends. Encourage them to protect their personal time by communicating their availability and sticking to it. 
• Use the resources the company makes available. It’s important for managers to know about the company’s Employee Assistance Program (EAP) and other mental health resources and remind employees to take advantage of them.  

These next few suggestions need a bit of context. Well-being experts generally agree that without taking a critical look at workplace norms—workload, recognition (or lack thereof), management style—all the well-being apps and interventions in the world can’t solve the issue of burnout. However, in the case of high performers, it might make sense to lean into some proactive well-being practices, such as:

• Self-care. High performers need to be reminded more than most that self-care—like taking time off, moving throughout the day, spending time outdoors, eating well, and getting quality sleep— is essential.
• Mindfulness and meditation. High performers often engage in negative self-talk. Mindfulness and meditation can be a good tool for cultivating self-compassion and achieving a sense of calm.
• Learning coping skills. Resilience offers protection from burnout and helps us manage the anxiety we feel about what could or might happen. And it’s a skill that anyone can build. Urge high performers to take advantage of any resilience-building workshops or courses your organization may offer.

Lastly, there are certain “thought traps” that tend to plague high performers—such as catastrophizing, ruminating, and all-or-nothing thinking. You may wish to share this helpful article that breaks down these thought traps and how to overcome them. 

What managers can do:

• Ensure that the workload is evenly distributed and refrain from always asking high performers to take on new projects.
• Remind them that it’s OK to ask for help and delegate tasks they don’t have time for. 
• Provide a supportive environment where people feel comfortable talking about mental health.
• Assign a mentor who can serve as a sounding board and coach.
• Consistently hold one-on-one meetings to monitor workload and set expectations. 
• Model healthy work-life balance behaviors in their own lives. 

Helping high-performing employees with their mental health is a delicate balancing act. On the one hand, you don’t want to dampen their drive and enthusiasm for work. Yet, it’s important to recognize that high performers may be less likely to admit they are struggling and seek help. 

Become aware of the warning signs of burnout among high performers, foster an open dialogue about mental health, and provide easy access to the right resources. This approach will help your organization retain its high-performing talent, while promoting a culture of well-being for everyone. 

Why a motivated workforce is so important.

A lack of motivation is often the first step on the path to employee disengagement. And, as we know, a disengaged workforce has real implications for the bottom line.

• New McKinsey research found that employee disengagement and attrition could cost a median-size S&P 500 company between $228 million and $355 million a year in lost productivity.
• When comparing employee engagement levels, Gallup found that companies with engaged workforces experience an 18% difference in productivity, a 23% difference in profitability, and higher earnings per share, among other positive financial metrics.
• Gallup found that organizations with high engagement experienced 21% less turnover (for high-turnover organizations) and 51% less turnover (for low-turnover organizations). This helps organizations avoid the very real cost of turnover, which is estimated to be up to 200% of an employee’s salary.

The state of employee engagement.

Gallup recently reported that just 31% of workers were engaged with their work in 2024. Younger generations, in particular, have seen sharp decreases in engagement: older millennials (those born between 1980 and 1988) experienced a seven point drop between 2020 and 2023; younger millennials and Gen Z employees (born 1989 or later) also saw a decline—from 40% to 35% engaged. In research conducted by WebMD Health Services in 2024, we found that of all the generations, Gen X was the most emotionally engaged with work, followed by millennials, Gen Z and Baby Boomers. Importantly, our research also noted that disengaged employees reported the highest levels of burnout.

What are some factors driving employee disengagement?

Many of the factors behind this employee engagement low can be traced back to the pandemic. Organizations have experienced massive change resulting in new organizational structures; additional job responsibilities for individual employees; and reduced organizational budgets. On the personal front, after an extended period of remote or hybrid work, many employees have been asked to permanently return to the office full-time; inflation has caused financial stress; and a childcare crisis has made it more difficult for parents to secure reliable childcare.

Employees’ feelings about work in general have also undergone a dramatic shift. Research by McKinsey found two-thirds of employees felt that COVID-19 had caused them to reflect on their purpose in life.Many employees don’t feel appreciated by their employer and are increasingly disconnected from their company’s mission or purpose. Younger members of the workforce are demanding better work/life balance and flexibility. They also desire to work for an employer who cares about them as people and provides support for their lives both inside and outside of work.

Common sources of demotivation.

But, the pandemic notwithstanding, there are some common organizational and individual-level factors that will always influence employee motivation, and ultimately, employee engagement. Tops on the list are:

• Poor leadership
• A toxic workplace culture
• Lack of employee appreciation and recognition
• Limited career development opportunities
• Excessive workloads and poor work/life balance
• Lack of autonomy over one’s work or decision-making
• Unclear work expectations
• Insufficient compensation compared to market standards 
• A physical workspace (remote or in-person) that doesn’t support the employee’s needs.

8 tips for motivating employees.

So what can you do to motivate employees to show up ready to give their best?

1. Offer meaningful work and clear goals. Demonstrate how employees’ work contributes to the company’s larger mission by outlining clear goals and regularly communicating business results. Having a sense of purpose — the why behind the what — can help employees feel like they’re doing something meaningful beyond just a job.
2. Help employees feel they belong. Employees are trying to find a sense of belonging and stability in their places of work. They want to feel they can be authentic at work and develop meaningful relationships with colleagues. Members of Gen Z and millennials, in particular, want to work for inclusive organizations.
3. Recognize employees. When their hard work is recognized, employees feel motivated and they’re less likely to leave. Recognition can be as small as a handwritten note, or more formal through employee recognition platforms like TINYpulse, which allow employers to offer a range of recognition awards and encourage employees to recognize peers. In fact, peer recognition has been shown to increase the probability of a constructive team culture by 2.5x.
4.  Offer work flexibility. Allowing workers the flexibility to choose their hours or work remotely, when possible, helps them better manage personal and professional responsibilities, especially for caregivers. When employers prioritize flexibility, a workforce feels trusted and supported. All of this leads to higher engagement, greater motivation and improved performance.
5. Provide career advancement and professional development. Having well-defined career paths and robust learning and development opportunities can significantly boost motivation by giving employees a clear vision of their future—particularly for younger employees.
6. Train people managers in best practices to support employees. The old adage is still true: employees leave bad bosses, not bad jobs. An effective leader motivates employees by communicating regularly about the company’s mission and business performance, offering feedback, recognizing contributions, modeling healthy behaviors, and helping employees find meaning and purpose in their work.
7. Collect regular feedback so employees feel heard. Employees are motivated when they can provide upward feedback to leaders and managers. Employee listening tools like TINYpulse can help managers and leaders gather employee feedback and then respond to that feedback.
8. Create a motivating work environment. Dedicated space for collaboration as well as focused work; biophilia (plants, greenery, and fountains); natural lighting; and outdoor spaces to get physical activity or simply be outdoors all enhance the work experience and increase motivation. For employees who work remotely, ensure they have the right tools to collaborate with coworkers and an ergonomic, safe workspace.

Having a motivated workforce is essential to business success. On the heels of the pandemic and changing attitudes toward work, it’s critical to think strategically about what will motivate your employees to bring their A-game to work each day.

Boost employee motivation with TINYpulse.

Communication and feedback can significantly boost motivation. Our employee engagement solution, TINYpulse, streamlines internal communication and feedback collection to create a company culture of trust and transparency. Book your demo today to find out how TINYpulse can take your employee motivation to the next level!

What is employee disengagement?

Employee disengagement happens when employees feel disconnected from work, the company’s goals and the overall workplace culture. In other words, they are the opposite of an engaged employee, who is emotionally, cognitively, and behaviorally invested in their work.

Why is it important to monitor employee engagement?

It’s important to monitor engagement because when employees are engaged, they feel valued, motivated and inspired to perform their best, creating a healthy organizational culture. Engaged employees also positively impact the business. Employee engagement expert, Gallup, has found that business units in the top quartile of employee engagement achieve 23% higher profit.¹ They also experience less absenteeism, lower turnover, less shrinkage or theft, fewer safety incidents, fewer defects or errors, and higher customer loyalty and productivity.²

Yet current Gallup research shows that only 31% of employees are engaged, and 17% of employees are actively disengaged.³

Given the critical impact of engagement on business outcomes and workplace culture, what signs of employee disengagement should you be on the lookout for?

7 signs of employee disengagement.

Decreased productivity.

Employees who were once reliable may start missing deadlines, producing lower quality work or taking longer to complete routine tasks. This can have a direct impact on the business. Gallup estimates that organizations in the top quartile for engagement experience 18% greater productivity (sales) than organizations in the bottom quartile.⁴

Withdrawal from team activities and communication.

Disengaged employees tend to participate less in meetings, may avoid team gatherings, and generally contribute less to team discussions. They may also take longer to respond to emails and messages.

Increased absenteeism.

Employees who are not engaged may take more sick days, arrive late, leave early or take extended breaks during the work day. On the flip side, organizations with engaged employees experience 78% less absenteeism.⁵

Negative attitude.

You may notice that previously positive employees have become cynical, negative, or indifferent about work, projects, or company initiatives. Negativity among a few team members can quickly become contagious. Research from Harvard Business School finds that emotions intensify within groups and can result in suboptimal decisions and irrational choices.

Minimal effort.

One of the clearest signs of employee disengagement is an employee who now does the bare minimum of work, when they would typically go above and beyond. In recent years, this phenomenon has been termed “quiet quitting,” which is characterized by “being less willing to engage in activities known as citizenship behaviors: no more staying late, showing up early, or attending non-mandatory meetings.”⁶

Resistance to change.

When employees become disengaged, they often feel disconnected from the organization’s goals and less invested in the company’s success. When an employee is emotionally checked out from their role and the organization, they may view change as a burden rather than an opportunity to grow and improve.

Lack of initiative.

Engaged employees are more willing to take on new challenges. So if an employee is no longer volunteering for new projects, sharing ideas, or seeking growth opportunities within the organization it could be a warning sign.

How to solve for employee disengagement.

If you notice several of the above signs of employee disengagement, it’s time to act. Employee disengagement is complex and there is no one-size-fits all solution, but using a diagnostic employee engagement tool, like TINYpulse by WebMD Health Services, is a good way to understand what is driving current engagement levels and create an action plan to address the causes of disengagement.

TINYpulse does this in three ways:

• Employee Engagement Surveys. These are used to determine the exact location of disengagement throughout multiple teams and departments.
• Key Driver Analysis. Based on the results of your engagement survey, the key driver analysis can determine the most impactful areas to work on.
• Progress Plans. These provide a clear, easy way to track engagement goals and share progress across your organization.

Employee disengagement can quickly spiral out of control if it isn’t addressed quickly. Be on the lookout for these 7 common signs, and book a demo to learn more about our employee engagement solution and how it can help you increase employee engagement in your organization.

It feels good to be noticed, and it also encourages you to go above and beyond the next time. On the flip side, if you’ve worked for a company that doesn’t give recognition, you know how demoralizing it can be. Without that “thank you,” you’re not exactly inspired to invest the same level of effort in the future.

Employees want recognition…and they’re willing to leave a job to get it. 

Recognition for a job well done is something all employees want and deserve. And when they don’t get that acknowledgement, it can have a direct impact on workplace culture and their desire to stay with an organization. 

Unfortunately, employees right now aren’t getting much recognition, and aren’t satisfied with the amount of recognition they’re receiving. Quantum research found just 35% of employees receive recognition monthly or weekly. Of these employees, half would like more recognition for their work. A study by Workhuman found more than half of employees reported feeling only somewhat valued (46.4%) or not valued at all (10.7%) by their organization.

Why is this concerning? According to Gallup, employees who do not feel adequately recognized are twice as likely to say they’ll quit in the next year. When you consider it can cost up to double an employee’s salary to replace them, this has a real cost to the organization. 

The good news is that you can avoid costly turnover by improving your organization’s approach to employee recognition and rewards.

Companies with recognition programs perform better.

Employee recognition programs are associated with a number of benefits, including increased employee engagement and productivity, which together add up to a healthier bottom line. One study found an 18x increased probability of great work when employees are recognized. 

A joint study by WorkHuman and Gallup found “if the median business in Gallup’s database simply doubled the number of employees who strongly agree they have received recognition or praise for doing good work in the last week, that business could see a whopping $92M in gained productivity.” 

With data like this it’s easy to see how the simple act of recognition can be a supercharger to the bottom line.

Need more evidence? 

If you’re still not convinced of the power of employee recognition, consider these stats:

• Recognition keeps people.
  • According to TINYpulse data, 21.5% of employees who don’t feel recognized when they do great work have interviewed for a job in the last three months — compared to just 12.4% who do feel recognized. 
• Recognition builds trust and a sense of purpose.
  • A Gallup study found:
    • 66% of those on adequately praised teams strongly agree with this statement: “I trust the colleagues with whom I work on a regular basis.” Just 26% of employees who don’t receive team-based recognition trust their colleagues.
    • More than half of the people on teams that are recognized strongly agree that they “openly share information, knowledge and ideas with each other.”
    • 74% of those who say their team receives praise also strongly agree that they “have the feeling that what [they are] doing at work is valuable and useful.” 

The bottom line: if you want to keep employees, inspire them to do their best work, achieve better business results, and foster a healthy organizational culture, show employees you appreciate them. 

So how do you do it?

Here are 20 ideas for employee recognition and rewards—just in time for Employee Appreciation Day. 

1. Handwrite a letter.

One of the easiest ways to recognize great work is by writing an employee recognition letter—preferably by hand. Make sure to be specific about the specific achievements you are recognizing and why they matter to the company. Use positive language, be personal and genuine in tone, and show appreciation and gratitude for their efforts.

2. Make a personalized employee recognition certificate.

Seems trivial, but when your employee goes above and beyond, give them an old-school employee recognition certificate they can post at their desk for all to see.

Don’t have an in-house graphic designer? No problem. You can buy employee recognition certificates at an office supply store or online.

3. Award a recognition plaque.

For extra-special recognition, including milestone anniversaries, take recognition to the next level with an employee recognition plaque. There are lots of online retailers who will personalize the plaque with your company’s logo and the employee’s name. 

4. Give positive feedback in meetings.

It’s one thing to congratulate employees on a job well done in a private e-mail or a one-on-one meeting. It’s quite another thing to give positive feedback in front of their peers.

When it makes sense, sing your team member’s praises when other people are around. Peer recognition is important, and it makes you look good, too. Of course, if the individual is uncomfortable with public feedback, sharing it privately will be a better strategy.

5. Use employee feedback tools.

Recognition doesn’t always have to be top-down. Sometimes, recognition can pack an even bigger punch when it comes from colleagues.

By investing in employee feedback tools, you can create a feedback-driven culture where everyone is encouraged to recognize the hard work of others on a regular basis. Our TINYpulse by WebMD Health Services Cheers for Peers tool allows employees to publicly recognize and thank their colleagues for outstanding contributions by sending them a virtual pat on the back.

6. Mix it up with gift cards and physical rewards.

A $25, $50, or $100 gift card to Amazon, a grocery store, or a local restaurant is a relatively easy and affordable way to strengthen your employee recognition program.

Keep in mind, however, that you don’t want to only give your team monetary awards to show your appreciation. Gift cards should be just one tool in your company’s employee recognition arsenal.

7. Take your team out and share a meal.

Everyone needs to eat, so consider taking your team out for a meal. Depending on the circumstances, it could be a mid-week lunch, a fancy dinner at the end of the quarter, or a formal holiday party.

8. Let employees take an extra day off.

When employees accomplish something great, reward them with an extra day away from the office. They can use that time however they want—hanging out with their families, relaxing on the couch, or catching up on extra sleep. They’ve earned it.

9. Take your team on a ‘field trip’.

Employee recognition doesn’t have to be confined to the office.

You can say thank you to your employees by planning a group outing. It could be a speaking event, local conference, public park, a sporting event, or a local museum—the choice is yours! 

10. Give a shout-out on social media.

Employee recognition doesn’t have to stay within company walls, either.

Recognize your team’s hard work with a mention on workplace social media or LinkedIn. It’s an easy and affordable way to make sure plenty of people know how much you appreciate your staff.

11. Create a company Wall of Fame.

At WebMD Health Services, we believe that happy companies are capable of doing great things.

One way to build a happier company is by creating a Wall of Fame in a visible location in your office. Each month, add an employee’s photo to your Wall of Fame to recognize them publicly for their great contributions.

12. Give out company swag.

You can recognize your employees’ hard work by giving apparel, mugs, backpacks, etc. that are branded with your company logo.  

13. Schedule a team community service project.

Consider an out of the office volunteer day as a way to recognize employees. This could be helping out at a food pantry, volunteering at a senior living community, or cleaning up the environment. Ask team members for input about the causes they care about. Not only will this activity give employees a day off from work, it’s also a way to strengthen team bonds.

14. Write a thank-you sticky note.

It’s simple, yet effective: Spend a few minutes writing some quick words of praise on sticky notes and post them in your employees’ workspaces.

A few kind words can go a long way toward inspiring your team.

15. Make a charitable donation on your employee’s behalf.

Don’t underestimate the power of company matching donations to causes your employees care about. 

According to Fidelity Charitable, employees want to feel good about where they work, and increasingly want to align their career choices with their values by working for employers who give back.

16. Hand out a company trophy.

Create a unique company trophy and award it to a high-performing employee for a period of time. Then, ask that awardee to pass the trophy to an individual they feel is deserving of it. It’s a great way to both recognize employees who go above and beyond and build camaraderie on teams.

17. Invest in professional development.

Today’s employees, and younger employees in particular, care a great deal about professional development. In fact, many look to whether a company offers professional development opportunities when considering where to work. Yet, according to SHRM, 29 percent of employees don’t feel optimistic about the opportunities they have for training, upskilling or learning new skills. Reward your high achievers with additional development opportunities throughout the year to keep them engaged.

18. Share recognition in all-employee forums.

As we mentioned before, there’s nothing quite like getting recognition in front of your peers. Let all-hands meetings, town halls, workplace social media, and team building events be forums for regularly recognizing employees’ good work. 

19. If your workforce is fully onsite, consider a remote day every now and then.

The pandemic showed us that most workers are able to be productive working remotely. Although many employers have asked employees to come back into the office five days a week, various studies show that employers who offer hybrid work see better engagement, retention and satisfaction. So, consider rewarding top performers with the flexibility to work remotely on occasion.

20. Allow your team to work on special projects.

Working on the same kinds of projects and tasks can become monotonous. That’s why Google makes it a practice to encourage employees to spend 20% of their time working on side projects. If you can’t allow this organization-wide, let passion projects become a reward for high performance. It’s an easy way to inspire your team, while helping them develop new skills. 

Learn more about how TINYpulse by WebMD Health Services can help your organization improve its employee recognition and rewards program. To see TINYpulse in action, book a demo. 

The shocking statistics of stress.

Stress has been rising in the U.S. for the past three decades. Gallup’s most recent data shows that 49% of Americans report frequently experiencing stress, up 16 points over the past two decades and the highest in Gallup’s trend to date.¹

All generations are reporting more stress.

Research conducted by WebMD Health Service’s Center for Research in 2024 found that during the period 2022-2024 nearly one-third of employees experienced persistent burnout (unmitigated work stress), across all the generations. Other studies point to increased stress, particularly among younger generations. The American Psychological Association’s (APA) 2023 Stress in America survey found 18 to 34-year-olds say their average stress level is a 6 out of 10, compared with a 3.4 among people ages 65 and older.² Members of Gen X (people in their 40s and 50s) also report high stress levels, with 22% confessing to struggling with stress daily.

Stress in the workplace has a real cost.

According to Harvard Business Review, workplace stress is estimated to cost the U.S. economy more than 500 billion dollars, and, each year, 550 million work days are lost due to stress on the job.³ It makes sense, as stressed-out employees are more likely to make mistakes, be less productive, and engage in unhealthy behaviors like overeating, smoking, substance misuse, and lack of exercise. In fact, a Headspace survey found 77% of employees say that work tress has negatively impacted their physical health.

How to reduce employee stress in the workplace.

By helping to reduce stress levels in the workplace, employers stand to see greater  productivity, retention, and employee health.

Here’s how to reduce employee stress at work:

Create a culture that encourages and supports boundary-setting.

• Employees should set and communicate regular working hours, and block their calendars for self-care or focus time. Many companies have instituted dedicated focus time with initiatives like “no meeting Fridays.”
• Encourage managers to lead by example by blocking time on their own calendars.
• At the outset of new projects, hold a team meeting to set work expectations, hours of availability, and other boundary-setting details.
• Consider sending reminders to shut down at a reasonable hour and schedule “quiet periods,” when employees should refrain from sending or replying to emails.
• Reevaluate time off and vacation policies so that employees are incentivized to take time off regularly. Possibly schedule mandatory company-wide “holidays” to encourage rest and relaxation.

Offer flexibility in where, when and how work gets done.

Workplace flexibility reduces stress by giving employees a greater sense of control over their lives, and allows them to balance their personal and professional responsibilities in a productive way.

Ensure leadership models healthy stress management behaviors.

Encouraging employees to practice self-care and reduce stress is meaningless unless leaders make a point to role-model stress-busting behaviors. This could include blocking time on their calendars for fitness or meditation, hosting walking meetings, and being open about taking time off to care for their own physical and mental health—or others in their life who need care. Doing so signals that looking after one’s mental health is a priority, empowering others in the organization to do the same.

Open the lines of communication between employees and managers.

Managers should create an environment of psychological safety in which employees feel comfortable expressing concerns. Weekly check-ins about how employees are feeling and what’s on their plate are key. It’s also important for managers to acknowledge employees’ lives outside of work and offer flexibility to accommodate personal demands. Finally, train managers to demonstrate more caring, compassion and understanding of the feelings and circumstances of their employees, and give them the tools to have conversations about mental health.

Embed mindfulness, meditation, and resilience into the corporate culture.

In addition to clarifying thinking and increasing resilience, meditation and mindfulness can help employees learn to cope with work-related emotional stress, such as confrontation and criticism. If you have not made these kinds of resources available to employees to help support stress management in the workplace, think about how you can add them to your well-being program.

Promote and leverage your well-being program benefits.

The mind-body connection is undeniable—when we’re feeling healthy, we’re more resilient and less stressed. So, be sure to promote your well-being program’s resources for increasing resilience, improving mental health, boosting physical activity, and eating well.  Wellness challenges that inspire employees—and give them permission—to step away from their desks and move throughout the day are also a great idea.

Employee stress isn’t going anywhere soon, but organizations can take steps to bring it to a more manageable level. A work and leadership culture that supports holistic well-being, taking time to recharge, and setting boundaries will help.

Learn how work-life balance benefits your organization.

For employers, supporting healthy work-life balance isn’t just a way to boost morale—it’s a business strategy. Organizations who prioritize work-life balance see measurable results, including higher retention rates, stronger engagement and improved overall performance. Employees who are supported in managing their time are also less likely to experience burnout and more likely to excel in their roles. The payoff is clear for employers—a thriving workforce leads to better collaboration, innovation and long-term success.

Know the common challenges to work-life balance.

Despite the clear benefits, achieving work-life balance is not without its challenges. Individuals often struggle with competing demands from work and home, while organizations face the pressure of maintaining productivity in our fast-paced world. 

Understanding the common barriers to work-life balance can help employers create solutions that make a real difference. By addressing the following challenges head-on, companies foster a more supportive environment where employees succeed.

The pressure of constant connectivity is draining.

Smartphones, laptops and endless notifications keep employees connected 24/7. Many feel they need to be “always on,” responding to emails and messages even after hours. Forbes states that this culture of constant connectivity, where almost half (40.1%) of a day is spent with communication tools, can hurt relationships, lead to burnout and prevent employees from fully disconnecting and recharging.¹

High expectations in fast-paced workplaces cause stress.

Competitive workplaces often push employees to meet demanding goals, which leads to long hours and mounting stress. The pressure to overachieve can make employees feel like balance is unattainable.

According to Harvard Business Review, nearly a third (30%) of men and half of women consciously resist working long hours to protect their personal time.² 

Difficulty drawing the line between personal and work time.

In remote and hybrid workplaces, it’s easy for the lines between work and personal life to blur. Employees may feel pressured to always remain available, which erodes their ability to recharge.

The struggle to balance caregiving and family responsibilities.

Balancing work with caregiving responsibilities (for children and/or older relatives) and family time is a significant challenge for many employees. These demands put time constraints on workers that lead to stress and create a poor work-life balance.

Long working hours take a toll.

Long hours may seem like a badge of honor, but they often backfire and cause stress and burnout. Employees who consistently work overtime are more likely to feel tired and disengaged; in time this may lead to increased turnover and lower morale.

How employers can improve work-life balance.

Employers play a critical role in shaping how employees manage their work and personal lives. By implementing policies that promote flexibility, support mental health and encourage boundaries, organizations empower their teams to succeed both inside and outside of work. Even small changes can have a significant impact. Below are actionable strategies to help your organization foster better work-life balance.

Actively encourage work-life boundaries.

Policies like no-emails on nights and weekends and designated no-meeting days give employees the opportunity to unplug and focus on their personal lives, ultimately reducing stress and improving productivity. Encouraging managers to respect employees’ non-working hours, as well as providing resources to employees on boundary-setting, can help workers take control of their schedules and find balance. Employers can also foster balance by setting realistic expectations, monitoring workloads and recognizing achievements that prioritize quality over quantity.

Offer flexible work schedules.

When employers prioritize flexibility, a workforce feels trusted and supported, leading to higher engagement and improved performance. It’s a simple change that can make a meaningful difference.

Allowing workers to choose their hours or work from home helps them better manage personal and professional responsibilities. Flexible schedules empower employees to create routines that work for their needs today and in the future. For employees who are caregivers, family-friendly policies or access to childcare resources can make a huge difference. As we know, supporting parenting in the workplace isn’t just a nice-to-have—it’s essential for today’s workforce.

Encourage employees to take time off.

Many employees are reluctant to use their vacation days, fearing judgment or an overwhelming workload when they return. This reluctance may lead to burnout and disengagement over time. Employers can combat this by actively promoting self-care in the workplace, encouraging time off and ensuring manageable workloads in employees’ absence. Urging your team to disconnect during vacations fosters better mental health and reduces burnout.

Provide access to mental health resources.

Supporting mental health across generations is vital to achieving work-life balance. Offering a range of mental health resources—from counseling programs to stress management workshops to mental health days—ensures that you’re meeting the varying needs of everyone in your workforce.

What are some practical work-life balance tips?

Creating a culture of balance requires effort, but the rewards are well worth it.

Here are some tips to help employers lead the way in fostering work-life balance:

Leading by example.

Work-life balance starts at the top, and it is important to recognize the role of leadership in the workplace. When leaders model balanced behaviors—like unplugging after hours, taking vacations and respecting boundaries—they set a powerful example for employees. Leadership’s actions signal that prioritizing well-being is not only accepted but encouraged.

Promoting open communication.

Employees are more likely to feel supported when they are comfortable voicing concerns or sharing challenges. Regular check-ins create space to discuss workloads, stressors or personal needs. Keeping up a steady cadence of health and wellness communications is essential. Managers who prioritize these communications and actively respond to feedback build trust and foster a culture of understanding.

Creating a culture of well-being.

A workplace culture of well-being that values balance makes it easier for team members to achieve it. This includes recognizing achievements, respecting time off and celebrating milestones. Small actions, like acknowledging hard work or providing wellness initiatives, go a long way toward creating a sense of belonging and support.

What is the role of employers in work-life balance?

Employers are essential to making a healthy work-life balance a reality. When organizations prioritize flexibility, mental health and boundaries, they empower employees to succeed.

Creating a supportive culture starts at the top. Leaders who model balance and respect personal time inspire their teams to do the same. Simple steps, like recognizing achievements, encouraging time off and offering flexible schedules, show employees that their well-being matters.

Many companies are taking these steps and seeing measurable results. If you’re ready to join them, request a demo today to learn how WebMD Health Services can help your organization improve work-life balance and create a culture of well-being.

1. Depending on job level, replacing an employee could cost up to 200% of their salary.

Replacing employees who decide to leave the organization has a cost. Searching for new talent requires an outlay of time and money for advertising, working with recruitment agencies, screening, interviewing, and hiring. There’s also the time it takes to get new hires up to speed, train them, and redistribute work amongst existing employees until you can get the new hire in place. It all adds up to a significant sum. In fact, Gallup estimates the replacement of leaders and managers costs around 200% of their salary, the replacement of professionals in technical roles is 80% of their salary, and frontline employees 40% of their salary. That’s why it makes good financial sense to invest in a solid employee retention strategy.

2. The old adage is still true: employees leave bad managers, not bad jobs.

It’s common for employees who are great at their jobs to get promoted to management positions. But this doesn’t mean they necessarily have the skills to manage people. In some cases, they may simply lack good management skills; in other situations, they just haven’t been trained to manage their team effectively. Either way, a bad manager can cause subordinates to leave the organization, increasing employee turnover.

In fact, according to LinkedIn’s 2024 Workforce Confidence survey, nearly seven out of 10 U.S. workers said they would quit their jobs over a bad manager. Millennials are the most likely to leave their jobs over bad management, with Gen-Zers right behind them.

One way to start building trust with employees while also growing managers’ skills is through 1:1 meetings. These allow you to discuss issues directly with employees and handle problems as they arise. One-on-ones also allow managers to connect with employees on a more personal level, which helps to increase engagement and reduce turnover.

3. Lack of respect loses employees.

The American Psychological Association’s 2023 Work in America Survey found 95% of respondents felt it is very (66%) or somewhat (29%) important to them to feel respected at work. A survey by MIT Sloan Management Review found that a toxic corporate culture was the strongest predictor of attrition and ten times more important than compensation in predicting turnover.

This is why it’s essential to continuously work to increase inclusion, respect, and belonging at work and ensure a culture of mutual trust between employees and supervisors.

4. Employees who don’t feel recognized for their work are almost 2x more likely to be job hunting.

According to TINYpulse data, 21.5% of employees who don’t feel recognized when they do great work have interviewed for a job in the last three months — compared to just 12.4% who do feel recognized. 

Employees seek validation for their work and are more likely to show loyalty when validated. Research has found that found that:

• Consistent recognition can add 3.5 years to an employee’s tenure.
• Employees who feel appreciated are 5x more likely to stay at their organization.
• 79% of people who quit cite “lack of appreciation” as their reason for leaving.

The bottom line: if you want great results, show employees you appreciate them.

5. Not taking action on feedback can create mistrust between employees and leadership.

Employee surveys are a great way to understand the needs of employees. But surveying employees without taking action on their feedback can backfire. Unfortunately, this is relatively common. Qualtrics reports that 60% of U.S. employees reported having a way to provide feedback about their employee experience. But only 30% said their feedback is acted upon by their employer. 

Regular and honest communication combined with action shows employees they’re valued, and it also allows you, as a leader, to recognize when adjustments might need to be made to improve employee retention. 

6. Clear onboarding processes make employees stay.

It shouldn’t come as a surprise, but when employees are onboarded well they’re more likely to stay with an organization. According to research, 69% of employees are more likely to stay with the company for at least three years after a great onboarding experience.

Further, a joint study from Kronos and the Human Capital Institute states that 76% of human resource leaders said their onboarding processes are underutilized, and another 24% didn’t even have an onboarding strategy to begin with. Gallup has also found that only 12% of employees strongly agree that their organization does a great job onboarding new employees.

What does a great onboarding experience look like? Ask managers to clearly lay out day-to-day responsibilities and expectations; give employees a chance to ask questions; establish connection with colleagues and a mentor and, most importantly, continue to follow up with the new employee for at least a year. 

7. Employee retention is a concern for all HR leaders, but getting results takes time.

According to a study, 87% of HR leaders say employee retention is a #1 priority for the next few years. The same Kronos study noted that 20% of HR leaders find it difficult to maintain focus on this priority when there are other factors competing for their attention and budget. Yet it’s important to stay the course. While employee retention efforts may not show immediately, they will pay off in time. Most importantly, investing in employee engagement now and retaining top performers in the future avoids costly turnover.

8. Career advancement retains talent.

TINYpulse findings reveal that employees who feel they’re progressing in their careers are 20% more likely to still be working at their companies in one year. On the other hand, a lack of advancement or skill-building can be a reason to leave. Make sure prospective and current employees understand the career path and the professional growth opportunities that will be available to them.

9. Millennials are 22x more likely to work for a company with a high trust culture.

Organizations that don’t focus on creating a culture of mutual trust may experience higher turnover. Younger generations, in particular, are less likely to leave their organizations if they feel trust and transparency is valued. This includes the ability to safely voice concerns and trust that they will not be criticized or punished for their views, otherwise known as psychological safety.

10. A sense of purpose has a sizable impact on employee retention.

Research from McKinsey found several benefits of having purpose at work. First, employees who live their purpose are more productive than those who don’t. They’re also more likely to be healthier and more resilient. Second, when employees “feel that their purpose is aligned with the organization’s purpose…the benefits expand to include stronger employee engagement, heightened loyalty, and a great willingness to recommend the company to others.”

Deloitte also found that purpose-driven companies tend to experience 40% higher levels of workforce retention than other organizations.

This research underscores the importance of aligning the team to your company’s specific mission and vision. Having a sense of purpose — the why behind the what — can help your employees feel like they’re doing something meaningful beyond just a job.

11. Work-life balance is a key retention factor.

Employees who rate their work-life balance highly are 10% more likely to stay at their company. In addition, a Kronos study in the Employee Engagement Series found 95% of HR leaders admit employee burnout is sabotaging workforce retention. 

Burnout is a serious issue that impacts people mentally, emotionally, and physically, leading to potentially serious health issues. Help employees achieve better work-life balance through flexible work arrangements, clear work expectations, open communication with managers and boundary-setting.

12. Professional growth is a leading priority.

Learning and development can make a significant impact on employee satisfaction and retention. A joint study between Amazon and Gallup found:

• 57% of workers want to update their skills;
• 48% would consider switching jobs to update their skills; and
• 61% say upskilling opportunities are an important reason to stay at their job.

With 70% of US employees saying they’re likely to leave their current job and opt for another opportunity at a company that invests in the professional development of their employees, it’s in every employer’s best interest to do so.

13. Empowered employees are happy employees.

TINYpulse found that employees who feel in control of their careers are 20% more likely to stay in their roles. When employees know where their career is headed — and leadership supports their endeavors and provides guidance to make that a reality — loyalty will follow.

A Conference Board survey on job satisfaction revealed 51% of U.S. employees feel satisfied with their job. However, this means 49% aren’t satisfied. It’s up to organizations to talk to employees, find out why and act on the feedback.

14. Companies that offer remote work may see greater employee retention.

According to a survey by FlexJobs, 95% of workers want some form of remote work. Yet many employers now require workers to be in the office five days a week. The benefits of remote work—namely reduced commute time, better work-life balance, flexibility in work location and autonomy—can positively impact employee retention. The FlexJobs survey noted employees believe remote work positively impacts their mental (93%) and physical (90%) health; half of respondents say decreased stress levels is a major benefit.

Hybrid work seems to offer the best of both worlds. Take a pulse check of your employees to find out what type of arrangement is most suitable for your organization.

15. Employees would turn down a job if it didn’t align with their personal ethics.

No one wants to work for a company that engages in unethical behavior. This is especially important to members of Gen Z and millennials. A Deloitte survey found that nearly two in five (37% of Gen Zs and 36% of millennials) say they have rejected a job and/or assignment based on their personal ethics. For those in more senior positions the figure rises to nearly half. The study also found that “those who are satisfied with their employers’ societal and environmental impact, and their efforts to create a diverse and inclusive environment, are more likely to want to stay with their employer for more than five years.”

16. High employee engagement rates lead to reduced turnover.

An organization with high employee engagement sees many benefits, including better financial performance, a healthier work culture, and greater retention. In fact, Gallup found that organizations with high engagement experienced 21% less turnover (for high-turnover organizations) and 51% less turnover (for low-turnover organizations).

If you’re experiencing high turnover, it might be time to take a look at employee engagement. Annual engagement surveys and more frequent pulse surveys get to the heart of how employees feel about working in your organization and can help uncover areas that are detracting from the employee experience.

Reduce turnover by creating a better employee experience.

Whether you’re a C-level executive, HR professional, or middle manager, it’s critical to commit to creating a better employee experience to reduce turnover for your high-performing employees. 

When you actively seek to create a happy, healthy workplace, your team will be more likely to stick around for the long haul. In return, your business will see improved productivity and a positive organizational culture that generates returns for employees and shareholders alike.

How TINYpulse by WebMD Health Services can help you reduce turnover and retain employees.

TINYpulse provides you with an easy way to stay in constant connection with your employees by soliciting feedback regularly and in a digestible manner. You can then identify key culture drivers in your organization and make informed decisions to improve the employee experience. Book a demo to see how easy it is to collect and act on feedback in TINYpulse — boosting your retention stats along the way.

“This is one of the more tangible ways of how we’ve saved a considerable amount of money because we’ve been able to keep our people.”

— Nick Smarrelli, CEO at Gadellnet Consulting Services

What is a pulse survey?

A pulse survey is a short set of questions sent to employees to gain insight into particular aspects of their experience and satisfaction at work. In other words, it’s a quick way to get a pulse on how your employees are feeling. The main difference between a pulse survey and an engagement survey is that a pulse survey is much shorter—typically just 5 to 20 questions. Pulse surveys also tend to focus on a near-term objective or change management initiative, and are distributed multiple times per year versus annually.

Pulse surveys work well because they:

• Are short, making employees more likely to complete them.
• Result in candid employee responses with quick, to-the-point questions.
• Let you compile and analyze results quickly so you can take action on employee feedback faster.
• Surface minor issues before they become more significant problems that are harder to deal with.
• Allow you to see trends over time and determine if the actions you’ve taken as a result of an earlier survey are having an impact.
• Show employees that you care about what they have to say.

Tips for creating your employee well-being survey strategy.

A successful employee well-being survey will provide transparent, honest feedback from employees that you can use to make a change. But to get those straightforward answers, there are a few things you should know before sending out your questions.

Gain leadership buy-in.

Your first step should be to meet with senior leadership to agree on the goals for the pulse survey. This will help you focus your questions on the exact issues you want to know more about and get support for the effort. For example, do you want to determine if your employees like working remotely? Or maybe you want to learn how they want you to support their well-being in this moment. Whatever the goal, use it to drive your employee well-being survey questions.

Consider your questions and cadence carefully.

Be intentional about the questions you ask to make sure you’re receiving valuable responses. Here are a few tips to consider while you think through which questions you’d want to ask:

• Think about how you craft the questions to get the most accurate responses. For example, do you want to use a scale, provide multiple choice answers, or fill-in-the-blank responses?
• Keep questions to one topic at a time, avoiding “and/or” options. This will help keep the results clear and actionable.
• Ask what you really want to know, not generic questions. Solicit input from managers on the hot topics they are hearing from employees.
• Generally, the more frequently you do pulse surveys, the fewer questions you should ask each time.
• Include a few open-ended questions to get deeper insights from employees.
• Ask questions you can actually respond to and have influence over.
• Agree on timing and frequency—employees may experience “survey fatigue” if you send out too many. Plus, you may not have the resources to respond to the feedback.

Let employees know about the survey.

A few weeks before sending the survey, communicate why you’re conducting it and when employees will receive it. Pulse surveys generally don’t need as much nudging to complete as engagement surveys, but you can send a reminder if you feel you’re not getting the response rate you’d hoped for.

Share the results and take action.

The worst thing you can do is survey employees and then not let them know what you heard. Make sure to report out in multiple ways—at an all-employee town hall, on the intranet, or in small team meetings. Most importantly, share the ways you’ll take action based on the feedback and—it goes without saying—do it!  Then, plan to follow up with another survey to gauge how your changes have been received.

With these considerations in mind, you can begin crafting your questions! For inspiration, I’ve included a list of example questions for a pulse well-being survey below.

Employee well-being survey questions

Whether you currently have a well-being program for employees or are thinking of adding one, a pulse employee well-being survey is a great way to assess what’s truly important to your people. Keep in mind that it might be helpful to engage a survey creation expert to ensure that the types of questions and responses are properly designed to elicit the right input.

Here’s a sample list of employee well-being survey questions to get you started:

Overall well-being.

• How do you feel about your overall health and well-being?
• My company prioritizes my health and well-being.
• Open-ended: What are three aspects of your health and well-being you’d like to improve?
• Open-ended: What are your top three suggestions for programs we can offer to improve employee health and well-being?

Work-life integration.

• I am able to successfully balance work and personal life.
• I feel that the organization respects setting boundaries to manage work and life.
• I feel that my manager supports flexibility for my daily needs.
• I feel comfortable taking time off.

Physical health and exercise.

• I feel good about my physical health.
• I engage in a regular program of exercise.
• I get the right amount of sleep.
• My eating habits are healthy.
• I feel that the company supports a healthy diet in the cafeteria.
• The company provides adequate space or places to be active at work—such as walking trails, yoga rooms, gyms or other areas.
• My company supports getting physical activity during the workday.
• I have the resources I need to ensure an ergonomic workspace when I work from home.

Mental health, stress, and resilience.

• I feel good about my mental health.
• My company provides me with the tools I need to support my mental health.
• I feel comfortable talking about mental health at work.
• My company believes mental health is just as important as physical health.
• I feel I can bounce back from setbacks quickly and easily.
• I have the tools I need to manage stress when it comes my way.
• Open-ended: What are your top three suggestions for additional tools you would use to better support mental well-being?

Social connections and inclusion.

• I have the resources I need to stay connected to co-workers when working remotely.
• I feel the company provides enough opportunity to socialize with coworkers.
• I have a good social life.
• I have enough time to keep up relationships with friends and family.
• I feel connected to my community.
• I am encouraged by my manager to participate in company events related to inclusion, diversity or volunteerism.
• I feel a sense of belonging at this company.

Work culture and engagement.

• How happy are you working at this company?
• I feel proud to work at this company.
• I would recommend this company as a great place to work.
• Working at this company gives me a sense of purpose.
• My company allows me to express my feelings and emotions without fear of punishment.
• I feel comfortable being myself at work.
• There are people at my workplace who genuinely care about me and my well-being.
• I have a best friend at work.
• I feel respected by my manager.
• My manager values my perspective.
• Leaders openly and honestly share information about their own well-being.
• Leaders at the company value different perspectives.

Employee benefits/well-being program.

• The benefits offered by the company support my health and well-being.
• I know about the benefits I can take advantage of when it comes to mental health.
• I am aware of the Employee Assistance Program and the type of help it provides.
• I know where to go when I have a question about my benefits.
• I understand what our well-being program offers and how to access it.
• I know about financial wellness programs I can take advantage of.
• I’m aware of our paid time off policies to rest and recharge.
• I receive good communication about my employee benefits.

While you may still conduct a more lengthy engagement survey once a year to get really deep insights into employee well-being and satisfaction, consider adding several smaller employee well-being surveys to get a quick pulse-check throughout the year. If you need help crafting your next employee well-being survey, visit our website or contact us at connect@webmd.net.

Maintaining a healthy work-life balance, feeling isolated, and dealing with the lack of face-to-face interaction are just a few of the issues that remote workers may face. In this blog post, we will explore practical strategies and tips on how organizations can effectively support the mental health of their remote employees, creating a positive and productive work environment for everyone involved.

6 ways to support the mental health of remote workers.

Mental health is as important as physical health—and that message must come from the top. As is often the case, managers play a crucial role in communicating company directives. Mental health can be a sensitive topic, so be sure to educate managers on company policies and encourage them to ask questions and share their own experiences.

Here are six ways to demonstrate care to your remote employees and help them perform at their best.

1. Get leaders involved.

Leadership must reiterate mental health as a company priority. Eight in ten workers say shame and stigma prevent them from seeking treatment for a mental health condition, according to the National Alliance on Mental Illness. For employees concerned about job security, hearing the boss say, “We talk about mental health here,” is a clear sign that it’s OK to ask for help.

2. Communicate your resources (especially if they’ve changed).

Employees may not be aware of every mental health benefit available through their health insurance plans. Here are a few to make sure to call out:

Telehealth: Telehealth can increase access to mental health care by removing barriers like travel time and privacy concerns (e.g., asking to leave work early to get to in-person appointments). Managers can further reinforce the company’s commitment to mental health by sharing their personal experiences with telehealth.

Employee Assistance Programs (EAPs). EAPs are offered by 91% of organizations, according to the Society for Human Resource Management. But most EAPs are underused because employees don’t know what they offer. Traditionally, EAPs have helped employees with substance abuse (so there may be some stigma around using the programs) but now may cover stress management, marital and family problems, depression, substance abuse, child and elder care, and legal and financial issues, among other topics. It’s important that managers know what their EAP offers and communicate the benefits to their teams — always with a note that EAPs are free and confidential.

Corporate Well-Being Platform. Managers also can point employees to their company’s well-being platform if they have one. A good well-being platform can reach all employees by smartphone and deliver messages in multiple languages across multiple countries. It will also offer mental health activities and resources around resilience, wellness coaching, sleep health and mindfulness training as well as physical and financial health support.

3. Promote physical activity during the workday.

Exercise is known to have mental health benefits, and managers should encourage their teams to take time for physical activity. Some ideas: Tell employees it’s OK to block off time on their calendars for a workout, hold walking meetings by phone, and bring back stand-up meetings by encouraging your team to skip the video and stretch their legs.

Companies can provide at-home yoga or fitness subscriptions, or encourage the use of fitness resources available through their well-being platform. Employers may want to provide reimbursement for fitness equipment, standing desks or treadmill desks.

Consider some lighthearted wellness challenges in the workplace too, like an easy steps challenge using your fitness trackers or well-being app. A little competition is a healthy and social way for your team to stay connected when everyone’s working from home.

4. Make time to socialize virtually (but no pressure).

The mental health benefits of socialization are well-documented, but remote workers have unfortunately lost the chance to catch up with colleagues over birthday treats and hallway chats.

Managers can build some optional social time into their team’s schedule to let employees know they’re not just cogs in the machine: a catch-up coffee break, a 4 p.m. happy hour, a team lunch (extra credit for sending food delivery gift cards), a group watch party or crafting session, or even online game time with small prizes.

5. Encourage use of PTO—and mental health days count.

Remote employees who are physically sick might be tempted to log into their laptop, so it’s important to encourage them to use their PTO. Same goes for vacation time. Managers can also set an example by taking time off themselves — they desperately need to recharge too.

6. Say thank you.

Employee appreciation certainly isn’t a substitute for mental health care, but real, honest recognition from the boss sure feels good. Something as simple as a thank-you note or praise during a meeting can go a long way.

Ready to take a comprehensive approach to employee well-being?

The WebMD Health Services platform measurably improves physical, mental, financial, social and work well-being to create healthy, happy, high-performing workforces. Get in touch with us today.