EMPLOYEE MENTAL AND EMOTIONAL HEALTH

Securing the Mental and Emotional Health of Employees Post-COVID19

Introduction

There are many issues that are of great relevance to human relations in the workplace today. One such issue happens to be the need to foster a healthy working environment. It is important to note that the COVID-19 pandemic has taken a toll on the emotional and mental wellbeing of employees at the workplace. For employees to be able to discharge their functions in an effective manner, there is need to ensure that they are able to interact with each other and with their superiors in meaningful and effective formats. This cannot be achieved without addressing mental health of issues of employees in the workplace.

Discussion

Fletcher, K. (2022). Top Ten Work Trends Quarterly Updates. Society for Industrial and Organizational Psychology. https://www.siop.org/Business-Resources/Top-10-Work-Trends/Top-Workplace-Trend-Number-9

The article restates the fact that the issue of employee mental health can no longer be swept under the rug. In essence, the article identifies employee mental health as one of the trending concerns in human resource management during the present recovery and return-to-work period following the global COVID-19 pandemic. Indeed, in the words of the author, employee mental health remains a main issue in workplace discussions as companies grapple with continued efforts to return to the office...

I found this particular resource to be especially helpful and relevant to human relations at work because of two main factors. To begin with, the article identifies the need to secure the emotional health of employees as workers return to the office following the work-from-home arrangements put in place at the height of the pandemic. Secondly, the author identifies a key resource i.e. the Workplace Mental Health Toolkit - that could be deployed in seeking to deal with this particular concern. In my opinion, the author of this particular article does effectively bring to the readers attention the issue of employee mental health post-pandemic. However, more resources ought to have been indicated to help HRM professionals select options that are most applicable to their specific circumstances.

Grensing-Pophal, L. (2020). Pandemic Takes a Toll on Employees Emotional Wellbeing. Society for Human Resource Management. https://www.shrm.org/resourcesandtools/hr-topics/benefits/pages/pandemic-takes-a-toll-on-employees-emotional-well-being.aspx

The author indicates that although the mental health and wellbeing of employees at the workplace has been a concern in the HR realm in the past, the COVID-19 pandemic seems to have aggravated an already bad situation. This is more so the case...

In this informative piece, the author proposes a number of measures that could be undertaken to remedy the situation.

The author provides human resource managers with the capabilities to secure the mental health of employees, post-COVID19. More importantly, the author of the article highlights the signs to watch out for in efforts to establish whether employees are finding it difficult to cope with the aftermath of the pandemic. The early identification of signs of stress and anxiety as opposed to addressing the consequences of the same - could save the company significant resources and contribute towards enhanced employee productivity. In my opinion, and in line with the assertions of the author, employees need to be advanced the necessary...

…in as far as the mental and emotional wellbeing of employees is concerned. Most of the authors cited above are in agreement that this has been an underlying issue in most places of work. It would also be prudent to note that all the articles cited above are in agreement that there is need for this particular concern to be addressed as soon as possible. The all important question on this front seems to be: Why should we, as human research management professionals be concerned? The mental and emotional health/wellbeing of employees has an impact in the way that they relate with peers and superiors. When those who work for an organization are unable to relate in effective and beneficial formats, the result is a toxic work environment that could end up stifling productivity. There are various strategies that the authors of the articles above have offered in efforts to equip HRM professionals with the tools and capabilities needed to secure the emotional and mental wellbeing of employees. However, some authors indicate that to succeed in this regard, HRM professionals ought to first be aware of the warning signs to watch out for. Further, as has been indicated elsewhere in this text, support should be extended to not only those working onsite, but also those working from home. This is more so the case given that available research indicates that employees working from home have presented with higher depression levels that employees working onsite. I am of the opinion that there is need to apportion greater attention to this issue going forward so as to ensure that the welfare of all employees…