By reducing stress, increasing productivity, and boosting happiness, these initiatives are changing how companies view and prioritise their employees’ mental health. Let’s discover the many benefits of corporate mental wellness programs and how they make workplaces healthier and happier.

Key components of effective corporate mental wellness programs

Corporate mental wellness programs have gained increasing recognition as essential components of a thriving and productive workplace. Recognizing the impact of mental health on employee performance, engagement, and overall organisational success, businesses worldwide have begun prioritising the mental well-being of their workforce.

To build effective corporate mental wellness programs, organisations must focus on key components that promote awareness, accessibility to resources, a stigma-free culture, and work-life balance and equip managers with the necessary tools to support their teams. By embracing these components, companies can foster a healthier and more resilient workforce, leading to increased productivity, reduced absenteeism, and improved corporate performance. Here are some of the key components of effective corporate mental wellness programs: 

1. Mental health awareness

Awareness and education initiatives form the foundation of effective corporate mental wellness programs. Companies conduct workshops and training sessions to raise awareness about mental health issues, their signs, and their symptoms. Employees gain insights into various mental health challenges by providing informative materials and resources, reducing the stigma of seeking help. Mental health experts may be invited to address employees, covering stress management, coping strategies, and the importance of seeking professional help when needed. Regular communication through internal channels reinforces the significance of mental health support and encourages employees to take proactive steps in caring for their well-being.

2. Access to mental health resources and support

Companies prioritise employees’ mental well-being by providing easy access to mental health resources and support. Employee Assistance Programs (EAPs) offer confidential therapy services for personal and work-related issues. Digital platforms and mental health support provide self-help tools, meditation exercises, and mood-tracking features. By offering comprehensive mental health resources, companies ensure employees have a safety net to fall back on during challenging times.

3. Promoting a stigma-free and supportive work environment

Creating a stigma-free and supportive work environment is essential for employee mental well-being. Leadership support is crucial in shaping company culture and demonstrating the organisation’s commitment to mental health. Communication and awareness campaigns reinforce the importance of mental health support and encourage open discussions. Inclusive policies, such as flexible work arrangements and compassionate leave policies, show that the company values its employees’ mental health needs.

4. Work-life balance initiatives

Companies prioritise work-life balance to prevent burnout and promote overall well-being. Offering flexible work arrangements and remote work options enables employees to manage their personal and professional responsibilities more effectively. Wellness programs encompassing physical, emotional, and mental health aspects provide stress reduction, mindfulness, and fitness resources. Encouraging employees to take regular breaks and vacations prevents burnout and promotes healthier lifestyles.

Effective corporate mental wellness programs combine awareness, access to resources, a stigma-free environment, work-life balance initiatives, and manager training. By implementing these key components, companies demonstrate their commitment to employee mental well-being and mental health, resulting in a more engaged, resilient, and productive workforce.

Overcoming challenges in corporate mental wellness programs

While corporate mental wellness programs hold the potential to transform workplaces into supportive environments that prioritise employee well-being, they are not without their challenges. Overcoming these obstacles is essential to ensure the success and sustainability of such initiatives. This section will explore organisations’ critical challenges in implementing and maintaining effective corporate mental wellness programs and discuss strategies to address them.

1. Addressing stigma

One of the primary challenges in corporate mental wellness programs is the stigma surrounding mental health in some workplaces and cultures. Fear of judgment and discrimination often prevents employees from seeking help or disclosing their mental health challenges. To address this issue, organisations can focus on destigmatizing mental health by implementing awareness campaigns that normalize discussions about mental well-being. Training sessions for employees and leaders can also help foster empathy and understanding, encouraging a culture where seeking mental health support is viewed as a sign of strength rather than weakness. By creating an open and supportive atmosphere, companies can gradually break down the barriers that hinder employees from seeking the help they need.

2. Securing leadership support and commitment

For a corporate mental wellness program to succeed, it is crucial to obtain support and commitment from top leadership. However, garnering this support can be challenging, especially if mental health initiatives are not perceived as directly tied to the company’s bottom line. To overcome this obstacle, organisations must present evidence-based data and statistics highlighting the positive impact of mental wellness on employee productivity, engagement, and overall organisational performance. Demonstrating such programs’ return on investment (ROI) can be persuasive in securing leadership buy-in. Engaging with senior management and aligning the mental wellness program with the company’s core values and mission can also foster commitment and enthusiasm among leaders.

3. Measuring the effectiveness of the program

Measuring the effectiveness of a corporate mental wellness program is essential to assess its impact and make data-driven improvements. However, determining the program’s efficacy can be challenging, as mental health outcomes are often subjective and complex. To overcome this challenge, organisations can employ a combination of qualitative and quantitative metrics. Employee feedback surveys and focus groups can provide valuable insights into the program’s impact on well-being and job satisfaction. Additionally, analyzing productivity metrics, absenteeism rates, and employee turnover can offer a more comprehensive understanding of the program’s influence on organisational performance.

Overcoming challenges in corporate mental wellness programs requires a multi-faceted approach that addresses stigma, gains leadership support, ensures confidentiality, and establishes effective measurement strategies. By surmounting these obstacles, organisations can create nurturing work environments where employees feel supported in their mental well-being, ultimately contributing to a happier, healthier, and more productive workforce.

Mental well-being solutions for organisations

In conclusion, corporate mental wellness programs are fundamental to creating a thriving and sustainable workplace. Employers must recognize that mental health is intrinsically linked to employee well-being and organisational success.

We partner with companies worldwide to inspire human growth and guide organisations in cultivating a positive mental well-being culture. A tailored and people-centric approach that places your employees’ health at the core, as a fundamental pillar in attracting and retaining talent as well as enhancing their sense of belonging.

A unique, comprehensive, and scalable solution that uses the power of data to provide a holistic understanding of your employees’ mental well-being, whilst ensuring service quality and confidentiality for your team.

We hope you found this post on corporate mental wellness programs interesting. If you would like more information about ifeel’s employee well-being platform simply request it, and we will contact your team as soon as possible.

The role of Human Resources in international companies

Firstly, human resources departments in international companies are responsible for talent management and personnel acquisition. In a global context, this involves identifying and recruiting talented professionals in different countries, taking into account labor regulations and the specific needs of each market. 

Proper recruitment and talent management contribute to building competent and diverse teams, which is critical to a company’s success in global markets.

People development

In addition, these human resources departments in international companies play a vital role in developing and managing personnel. Designing training and professional development programs, identifying training needs, implementing promotion programs, and providing growth opportunities are some of the key responsibilities of human resources departments in international companies. 

By investing in the development of their staff, companies can improve talent retention and strengthen their competitiveness in the global marketplace.

Diversity management in the organization

Managing diversity and inclusion is another key issue in international companies, and human resources departments play a crucial role in this area. Promoting an inclusive organizational culture that values and respects cultural, ethnic, and gender differences is essential for success in multinational environments. Effective diversity and inclusion management fosters innovation, creativity, and collaboration among multicultural teams.

Handling different regulatory frameworks

Compensation and benefits management is also a significant challenge for HR departments in international companies. HR departments must deal with different labor laws and regulations and variations in compensation and benefits standards in each country. 

It is their responsibility to ensure that compensation policies are fair and competitive, taking into account differences in local living costs and practices. Proper compensation and benefits administration maintains employee satisfaction and attracts talent in a highly competitive global environment.

Conflict resolution

In addition, human resources departments play a key role in performance management and conflict resolution in international companies. They are responsible for establishing effective performance review systems, providing constructive feedback, managing work problems, and facilitating conflict resolution in multicultural environments. Proper performance management and conflict resolution contribute to maintaining a positive and productive work environment, promoting harmony within the organization.

In conclusion, human resources departments in international companies play a vital role in talent management, staff development, advocacy for diversity and inclusion, compensation and benefits administration, and performance management. 

Overcoming the challenges of global expansion requires strategic planning, cross-cultural competencies, and adaptability on the part of these departments. By working closely with other areas and stakeholders, HR departments can ensure that their practices support the company’s global expansion goals while respecting local regulations and cultural differences.

We hope you found this post on the importance of human resources in international companies interesting. If you would like more information about ifeel’s emotional well-being service for companies, simply request it, and we will contact your team as soon as possible.

Holidays, a break in your activity

Rest? Switch off? Yes, and it’s time we take it seriously. Remember, your holidays are not a time to work less or work at the same pace but under a palm tree. Holidays pause your daily routine and have a specific aim: create a change and break a routine that overloads us.

Sometimes, by nature, it is hard to switch off. Other times, it is us who don’t set our limits, our colleagues’ or our bosses’. When this occurs, we don’t take time off. This is due to the constant habit of working or even a sense of guilt: we have convinced ourselves we owe all our time to our jobs. Sometimes, the responsibility lies in our ego, as we believe we are essential and no one else can take on our work. 

Learn how to switch off from work during your holidays

Whatever the reason, we are not able to separate work and leisure or find a balance between life and work. If this is the case, pay attention, because you are going to wear yourself out. 

Each job is different and we all know our limits when it comes to taking some time off. Whatever the case, we recommend you follow our advice so you can make the most out of the holidays you are about to start or have already started. 

How can we switch off from work during our holidays?

Delegate, remember it is your right to take a break from work and take turns with others to take on the responsibilities from your work. When they go on holiday, you’ll be on the frontline, but for now, it is your time to rest. If you don’t, stress mode awaits. 

Restructure your responsibilities: if you think you play a vital role in too many things, your self-esteem is too high, or (most likely) your team is not functioning well. It seems a chat is due in September once you’re all back. It will be the right time to talk about the distribution of workload and your performance. 

Finish pending work before you leave. Make sure there aren’t any loose ends that can become a burden during your time off or when you return. This way, it won’t be on your mind whilst you take your holiday selfies or sip your mojito by the pool. If you leave an unresolved issue at work, try to get a colleague to cover for you, or make it clear when you will be available to solve it. Otherwise, how to switch off from work when you go on holiday becomes an unsolvable issue.

Remember: your resistance is not eternal. Although you seem to be pulling it together, it is necessary to take a break in your daily activities to take care of yourself and rest. If you don’t do it, your system will crash in one way or the other, when you least expect it. A responsible employee does not work endlessly but takes action to lead a balanced life and improve productivity at work

Notify and clarify. Automated emails aren’t always the best way to let people know you won’t be receiving their emails until you go back to the office. Don’t wait until they suddenly receive your automated emails. Make sure you know any potential issues that can come up whilst you’re away. There might also be a possibility of having certain people contact you with urgent issues but also make sure you let people know you will be away. This will create a sense of security within your team and won’t cut off contact with people out of the blue. 

Speak to your colleagues. Make it clear to them that they should not contact you unless it is an extremely urgent matter. Promise them you will do the same for them when they have their time off. Turn off your notifications. Take this time to focus on what triggers your stress levels and put them to one side for a couple of days. Don’t check your work emails: it is time to switch off. 

Plan a good holiday. When we think of how we can take a break from work it is important to be both realistic and optimistic. It doesn’t have to be the ideal holiday (sometimes it isn’t possible), but make a list of things you want to do, change your mindset for the next couple of days: these days are meant for self-care and fun. Enjoy doing nothing, cooking, and eating slower. Do the things you feel like doing and wouldn’t normally have time to do. Take the time to see people who you don’t have time for. 

Being on holiday doesn’t necessarily mean you’re in a resort in the Caribbean. A holiday also implies spending quality time with yourself doing the things you truly enjoy. If you don’t know how to do this or you come back the same way you left (or worse), it is probably time to take a look at what is happening internally and the way you lead your life.

Caring for emotional well-being in organizations

At ifeel, we work to help companies progress by committing to employee well-being. To achieve this, our team of psychologists, experts in well-being at work, has created an emotional well-being program for companies that brings relevant benefits to the entire team, including those responsible for Human Resources.

Do you have a role within your organization’s Human Resources department? We know these managers perform a job that significantly impacts the company’s results. That’s why, through our program, they can receive personalized, data-driven advice on improving the psychological well-being of their teams. Try our program now to see how it could help you.

This program offers all employees a complete mental health care service from which they can benefit differently depending on their needs. Those who wish can access an online therapy service with one of our psychologists, specialized in cases such as theirs, or interact with one of our professionals to receive emotional support in a more specific circumstance that concerns them.

In addition, in our Resources section, you can find different materials, such as podcasts, HR guides on various topics (e.g., employee experience or how to design a good HR strategy), or interviews with key HR leaders. In addition, we have a Psychosocial Risk Factors Template, which you can use to comply with the requirements of the Labor Inspectorate.

We hope this post about how to switch off from work when you go on holiday has been helpful. If you want more information about our emotional well-being program for companies, simply request it, and we will contact your team as soon as possible.

What is the best incentive plan for employees?

Improving motivation and work commitment in a consistent way over time is an ambitious but indispensable challenge that every company has to face and that has to come from concrete actions. In general, these actions are designed by those responsible for the HR department, who is in charge of managing the “human capital” within an organization.

What are employee incentive programs?

One of the most important actions within this corporate policy is the development of staff incentive programs. Employee incentives are part of the general context of rewards received by an employee, which are usually of a monetary nature. They are also part of the scope of flexible compensation, emotional pay, or social benefits available to the company. In other words, employee incentive programs may not be strictly economic and still be very effective. 

In short, no incentive program for employees is a substitute for their basic working conditions, but rather an improvement that benefits both the employee and the company. 

Is an incentive for the employee the same as a reward?

Applying the classical theories of human learning to the business world, reinforcement is a reward that is administered to the worker after the execution of a behavior or the achievement of specific objectives. Its purpose is to increase the probability that these results will occur again. 

A work incentive, on the other hand, is administered prior to the attainment of these achievements. Its purpose is not so much to reward appropriate behavior or good performance, but to stimulate it when it has not yet occurred so that it will occur in the future. For this reason, staff incentive programs should be understood as a foretaste of future rewards. 

What types of staff incentive programs are there?

As mentioned above, some employee incentive programs are purely economic (salary advances, bonuses, etc.), others are not economic but of material nature (gifts, trips, checks to be redeemed for service in the employee’s free time). 

Thirdly, we cannot forget another large group of staff incentive programs, directly related to emotional pay, and increasingly valued by workers: extra vacation days or the ability to be flexible in their work schedule are the most typical examples of this third type.  

These advances can be made suddenly. However, to make them more efficient, it is better to implement real employee incentive programs, in a structured and planned manner. 

It is a matter of designing a strategy in which everyone involved knows in advance which specific incentives are likely to be received in relation to specific results. In addition, employee incentive programs must allow a proper evaluation of their results in order to make any necessary adjustments.

Why should you have employee incentive programs?

As we have already established, employee incentive programs are primarily aimed at increasing company members’ motivation and their attachment to the company, conveying to them the idea that the company cares and, above all, is concerned about their well-being. One of the final messages to transmit to those who are already part of the company and those who might join the team in the future is that the company is a good place to work. 

Therefore, employee incentive programs are not mere tokens of courtesy, token rewards, or prizes based on a purely ethical component (good behavior deserves to be rewarded or, in this case, incentivized, i.e. promoted or “rewarded in advance”). 

Benefits of staff incentive programs

On the contrary, its nature is purely instrumental: good results deserve to be incentivized because this increases the likelihood that they will occur and, moreover, that they will be replicated in the future, either by the same employees who have achieved them now or by others. We’ve outlined the benefits of implementing staff incentive programs:

• Staff incentive programs motivate employees and also increases their engagement towards their work, leading to higher motivation levels and ultimately having a positive impact on productivity and the company’s overall results.
• These programs also lead to talent retention and a low turnover rate. If a workforce has incentives such as flexible hours and remote work, they are more likely to stay than in a company where they are not offered these perks. Therefore, employee loyalty to the company increases.
• Benefits of employee incentive programs also include brand reputation and a useful tool in the inbound recruiting strategy implemented by the HR department. We must not forget that advertising the advantages of working for a compan attracts the best workers.
• Incentive programs also help employees reach their objectives. If an employee knows there are incentives if a goal is reached, this will motivate them to do better in order to reach their aim, and ofcourse, the company’s.

What makes a good employee incentive program?

An incentive program to motivate employees has to be flexible and adaptable to the different profiles present in the team because not just any reward is equally powerful or meaningful for any person. 

To optimize this adaptability, the most useful thing to do is not to make it over-complicated, but to ask employees what incentives would be meaningful to them, which will be very valuable information to design the final program. 

This way, we increase the likelihood of targeting the employees’ true reward focuses. In addition, we encourage employee participation and influence, increase knowledge about them, and can act more efficiently in administering rewards. 

It is also important that your company’s employee incentive programs do not generate a bad environment but, on the contrary, that it contributes to improving the company’s internal and external reputation by creating a good working environment among colleagues. 

How to design employee incentive programs

1. Be clear about what we are incentivizing and how we intend to do it

It is a matter of carefully designing what we are going to apply: what the incentive involves, what its real terms are, what it commits to. Let’s not forget that the employee incentive program has to be easily assessable in its main terms.

2. Think of the consequences

We must consider what effect the work incentive programs may have on the employee in question and on the rest of the workforce. However, if we have previously had good communication with the employees, we will hardly make mistakes at this point. 

3. Propose a consistent employee incentive program

It is necessary to think about the extent to which an incentive such as the one to be provided is appropriate: it should not be too much or too little. It is also necessary to think about whether this measure can be generalized to other members of the workforce or whether it is sustainable over time. It is often better to be a little less generous but for a longer period of time or with more people than to make a huge compensation deployment (of rewards and incentives) that will generate a precedent that cannot be maintained in the future. 

Emotional well-being program for companies

At ifeel, we know that work should not disrupt people’s well-being. That is why our team of psychologists, experts in well-being at work, has created an emotional well-being program for companies that improves talent retention, reduces absenteeism, and combats employee stress. 

In our Resources section, you will find useful material, such as podcasts, HR guides, or interviews with HR managers. In addition, we have a Psychosocial Risk Factors Template, which you can use to comply with the requirements of the Labor Inspection.  

Thanks to our emotional well-being program, your company’s HR managers can receive personalized, data-driven advice on how to improve the psychological well-being of their teams. In addition, this program offers employees a 360° mental health care service structured at different levels according to their needs. Try our program today to see how it could help you.

We hope you found this post about the employee incentive programs interesting. If you would like more information about our emotional well-being program for companies, simply request it and we will contact your team as soon as possible.

What is the right to digital disconnection for employees?

Checking mail and answering messages, answering calls, continuing to work in front of the computer beyond working hours, solving problems that arise at the wrong time instead of devoting energy and involvement to what is happening outside of work. These and other examples show the opposite of what we would call a proper digital disconnection, that is: not working (our work is increasingly technological, more through keyboards and screens) outside our official working hours. 

Sometimes it is the employee who boycotts their own right to digital disconnection, due to emergencies, poor organization, or an inadequate sense of involvement at work. However, it is often inertia, habits, and bad practices that are widespread throughout the company, or carried out by those who should set the best example (managers) that continually prevent employees from asserting their right to digital disconnection.

Understanding the right to digital disconnection is not an end in itself, but a means to enhance our psychological well-being in general and our occupational health in particular, as well as the company’s productivity. 

A healthy work-life balance

The usual separation between work and “personal” life is more metaphorical than real. However, this should not serve as a justification for the professional aspect to invade other areas of daily life, permeating with its duties, tasks, and tools outside of its own time. 

This is the idea behind the employees’ right to digital disconnection: as employees, we have the right to be free of our professional screens outside working hours. 

Therefore, we must understand it as a right, something that must be acknowledged, that we must claim and that has been included in labor legislation for several years now, affecting all work contexts: both those who perform their tasks in person and those who work remotely.

Otherwise, we feel invaded by work, merged with it. Our time (i.e., the activities we carry out during our time) is fully dedicated to work, even if it is “on-call”. Moreover, our identity is swallowed up: we are solely and exclusively employees because we are employees 24 hours a day, even when we are not working. 

What prevents employees’ right to digital disconnection?

The company’s commitment to digital connectivity beyond official working hours hides inefficient management of internal communication and an abusive work methodology. 

This style is therefore ineffective in terms of employees’ psychological well-being. It increases fatigue, weakens the employee’s relationship with their tasks, their managers, their colleagues, and, ultimately, with the company. It also generates complaints (expressed directly or indirectly). For these reasons alone, it is something that the company should avoid, instilling in the employees the need and usefulness of respecting work times and making it easier for them to do so. 

Remote work does not justify digital hyperconnection

The right to digital disconnection is not a new topic but has been present in the “work conversation” for years. However, the restrictions resulting from the pandemic have created an ideal scenario for many companies and many employees to measure their true management of schedules, internal communication, and the demand for better performance, hidden under terms such as “demand for more involvement”, “ability to adapt to the circumstances”, “shoulder to shoulder to help the company during an uncertain time”. 

Fortunately, many employees have not had their schedules altered during periods of lockdown: they have worked remotely exactly the same number of hours as in normal on-site times and have attended to their after-hours tasks in exactly the same way (whatever it was, usually by not attending to them) as before the onset of the pandemic. 

Other employees, mainly those who had to take care of children at home while working remotely at the beginning of the pandemic, were able to rearrange their schedules in agreement with their companies to balance the needs of work with the needs of the family as much as possible: they could enjoy digital disconnection, only on a different schedule than before. 

However, a large number of employees began to report an avoidable phenomenon with a dangerous tendency to become normalized, especially in a context of pandemic-induced lockdowns. In short, the situation was: “The company assumes that, since I now work from home, I can work longer hours or at any time, i.e. I am always connected”. 

It is in these cases where the right to digital disconnection takes on special relevance, given that this diffuse, uncritical, and permanent connection to which many employees are subjected -or that many employees allow or do not limit- is avoidable and unjustified. If employees used to work a certain number of hours and were able to disconnect when they clocked out, why do they now have to blur their schedules and be on-call permanently under the excuse of having more availability since they are working from home? 

The right to digital disconnection: how? 

A basic principle is to limit – not to say eliminate – communication with the employee outside working hours to allow them to rest. Otherwise, employees tend to perceive their work as excessively demanding, something they have to attend to without any time criteria because the time limits have been blurred and the company (i.e. certain people in the company, whether bosses or employees) do not consider this to be a problem. 

When it is not met, a psychosocial risk factor is emerging that will affect the physical and psychological well-being of the employee and, therefore, their performance. In this sense, there is the paradox that what the company does to work more (or better, depending on how you look at it or who you ask) actually ends up backfiring with a boomerang effect.

This means it may work out well in the short term, but it will not generate sustainable productivity. The employee whose right to digital disconnection is not fulfilled will start working worse, will want to leave a company that does not respect their time and this will generate an expense of various resources that the company will have to face when it could have prevented them. 

This gives the idea that companies that do not favor the right to digital disconnection of employees but want to start correcting it have to act on their corporate culture, their work methodologies, and their tools to measure and prevent those factors strictly due to work that endanger the health of employees.

Emotional well-being program for companies

At ifeel, we know that work should not disrupt people’s well-being. That is why our team of psychologists, experts in well-being at work, has created an emotional well-being program for companies that improves talent retention, reduces absenteeism, and combats employee stress. 

In our Resources section, you will find useful material, such as podcasts, HR guides, or interviews with HR managers. In addition, we have a Psychosocial Risk Factors Template, which you can use to comply with the requirements of the Labor Inspection.  

Thanks to our emotional well-being program, your company’s HR managers can receive personalized, data-driven advice on how to improve the psychological well-being of their teams. In addition, this program offers employees a 360° mental health care service structured at different levels according to their needs. Try our program today to see how it could help you.

We hope you found this post about the right to digital disconnection of employees interesting. If you would like more information about our emotional well-being program for companies, simply request it and we will contact your team as soon as possible.

It’s likely you haven’t suffered it, or you might have done it without realizing it: although there are still large differences on a global level, LGBTQ discrimination at work is becoming less frequent and is seen as wrongdoing. 

However, even in countries that have public opinion and favorable legislation towards sexual and gender diversity, too many people face some type of discrimination or work exclusion due to this reason. 

Either as a result of a personal experience or observing the work environment at a company they belong to, a lot of people have reached an unconscious conclusion that they must keep their sexual or gender identity a secret, in the case of being gay, lesbian, bisexual, or transexual. It is a given that people think it is not a valid topic to share naturally in their work environment, even though their heterosexual or cisgender colleagues can talk about their identity and orientation constantly, which doesn’t seem to be a big deal. 

In other cases, the person takes a conscious and deliberate decision not to unveil their sexual orientation or gender identity as they are worried they will face LGBTQ discrimination at work. It is quite a clear defense mechanism in light of a threat: the function of this mechanism is to avoid (possible) conflict or harm, at the cost of losing spontaneity, authenticity, not making yourself known, and maintaining a distance from colleagues. 

Being the only gay, lesbian, or only trans person in your team or company (these are just three examples) can make you someone different from the rest. It is simply a fact, the statistics are what they are, but there is nothing wrong with being different. The problem occurs when being different prevents you from fitting in, makes you or others uncomfortable. In this case, when being different makes you discordant (meaning it puts you out of tune), there is a serious problem in your company’s corporate culture that will negatively affect your team’s cohesion. 

Sometimes the mismatch can be so subtle it goes unnoticed, and we make it something normal. Take a look at this sentence: “I’m not homophobic in my job, but I am in an environment that is a little adverse to me”. Have you ever heard this phrase before or had a similar thought? 

Alright, you don’t want to exaggerate. No one has openly insulted you or has discriminated against you for a promotion for the mere fact of being an LGBTQI+ person. However, an extreme case doesn’t need to occur to admit that something is not quite right. If you don’t directly suffer from homophobia at work but can’t openly prove you are not the heterosexual or cisgender person who everyone thinks… stop thinking: either you are a very paranoid person (distrustful) or you are suffering some sort of homophobia in your workplace but you still haven’t realized. 

By the way, maybe no one has openly insulted you or discriminated against you for a promotion because, as far as you think,  no one knows you are LGBTQ, not because your company’s culture is not homophobic. Have you never thought about that?

This doesn’t mean any hurtful comment you hear in your office is considered a crime against humanity. It means that LGBTQI+-phobia can have different levels that should be avoided so nobody feels uncomfortable, without going into extremisms but without letting go of those actions which are aggression and affect the emotional well-being of staff.

Fair practices against LGBTQ discrimination at work

You can find many reports that describe fair practices a company should contemplate treating gender and sexual diversity on the internet. At the end of the day, if a company only has four or five members, there might not be much diversity, but we would only need to increase the number a little for demographics to do their job. That’s why, if you think you are the only LGBTQI+ person in your workplace, chances are you are probably wrong.  

In any case, fair practices to avoid LGBTQ discrimination at work should be built-in corporate culture. Sexual diversity is one of many examples, if taken care of properly, employees will know the same applies to functional diversity, religion, and ethnicity. 

To make it easy for you, the following 5 suggestions include fair practices which you can implement by tomorrow to avoid LGBTQ discrimination at work:

1. Explicitly include respect for diversity– for example, gender and sexual diversity- in workplace culture, accompanied by an explicit accusation of discriminatory practices. 

For example: “In this company, we celebrate sexual diversity and value it. Everyone is welcome whatever their sexual orientation or gender identity. Discrimination is the opposite of our values”. 

2. Carry out training and activities with staff that raises awareness on sexual and gender diversity. 

For example: Set up a workshop that explains the differences between sexual orientation, gender identity, and gender expressionism. What is the meaning of LGBTIQ+ Pride, or what is heteronormativity? 

3. Avoid the universal presumption of heterosexuality in both the internal and external communications of the company.  

For example: “Girls, tell your boyfriends to…” or “What man wouldn’t fall for a woman like you?”.  

4. Keep in mind the relative aspects of sexual and gender diversity when proposing expatriations to places that may be at risk for these people.  

For example: “You can opt for the role in Saudi Arabia, but there are other alternatives when going abroad, and we can consider them. Your safety comes first”. 

5. Explicitly include Pride celebration in the work calendar, if your company usually celebrates other key dates, Pride should be included as well. 

For example: mention Pride in your internal newsletter, alter the logo with the rainbow, or do what is usually done for other celebrations throughout the year. 

Respecting sexual and gender diversity is good for your company 

At times, the easy way out of not getting involved against LGBTQ discrimination at work is to simply do nothing. It is enough to trust that such things do not happen in our company or that avoiding discrimination on these grounds is not a corporate responsibility. 

Of course, this is the legitimate option. What you should ask yourself now if it is the most appropriate way to improve the work environment at your company and therefore improve productivity. The answer is simple: it isn’t.  

Whatever the size of your company- it´s a given LGBTIQ people are working there.  Of course, they are there to do their jobs, but you know what? They’ll do it much better if they perceive that they can be themselves as naturally as their heterosexual and cisgender colleagues. Doing something better means you do it with interest and cooperate with your peers, bringing new ideas to the table, making the task your own, protecting the company’s image, and recommending other talented people to join the team. This is why, from now onwards, your team should tackle LGBTQ discrimination at work

On the contrary, if they perceive a hostile work environment, where LGBTIQ-phobia and other forms of sexism are present, their interest in working more and better for that company will be at a minimum. At the slightest opportunity, their talent will flee to the company across the street if they feel that discrimination against LGBTIQ+ is addressed there. 

The importance of diversity and inclusion

A DEI (Diversity, Equity, and Inclusion) strategy aims to effectively incorporate and manage these concepts within a company’s values and actions. It involves bringing together diverse individuals, treating them equally and respectfully, and fostering an inclusive environment. The objective is for the company to embrace diversity and ensure that it does not hinder its operations.

While maintaining a focus on productivity, it is important for companies to create a supportive and safe space where employees feel valued, regardless of their inherent characteristics. When employees experience a genuine sense of belonging, they are more likely to perform well and show dedication to the organization.

In addition to legal requirements that promote the acceptance of diversity in the corporate world, there is a growing recognition of the technical and economic advantages associated with implementing an effective strategy for managing diversity, equity, and inclusion in companies, commonly known as a DEI strategy. The following are three significant benefits worth highlighting:
– Increasing Adaptability
– Improving Corporate Reputation
– Enhancing Team Performance

Corporate responsibility in diversity protection 

If you don’t want your workers to flee the nest because they feel discriminated against, take initiative, turn it into strategic decisions, and take it in the right direction to improve the psychological well-being of your employees: this is the most powerful tool to improve their performance.    

Feeling stuck? Ifeel has created an emotional well-being package for companies through which human resources managers from your company can get advice on how to improve the work climate and promote mental health awareness in their staff.  Check out how this program can become part of your incentives program and help nurture a culture of mental wellbeing.

This is an active inclusion policy within the company. The contrary would be to assume everyone is alright, and avoid “meddling” in these “personal matters” with the excuse that they should be put aside from your professional life, which is not true: it isn’t a barrier between the personal and professional life. 

If you have any responsibility as a manager or in a human resources department, don’t doubt it: turn inclusion into a competitive advantage and promote productivity as well as talent attraction and retention. 

Let’s not be naive: Why would someone, who doesn’t feel there is any inclusivity in their company, do their best to thrive? What is their level of commitment, sense of belonging, and experience as an employee regarding the company? Talent isn’t LGBTIQ but LGBTQ people also have it. Only they prefer to use their talent where they are taken care of. 

Ultimately, protecting diversity and inclusion pays off. It promotes the emotional well-being of employees, improves the work environment, enhances employee commitment, and stimulates talent retention. Not doing this can be immoral or illegal, depending on the case, but it is considered an error that then has affected productivity. 

We hope you found this post on LGBTQ discrimination at work interesting. If you would like more information about ifeel’s employee well-being platform, simply request it, and we will contact your team as soon as possible.

Employee Experience Director at Admiral Seguros, part of Admiral Group plc -leading European insurer, FTSE 100 Index London Stock Exchange-. Member of the executive management committee, participating in the company’s launch in the Spanish market in 2006. Degree in Clinical and Industrial Psychology, diploma in labor law, postgraduate in HR.

Ambassador of Great Place to Work in Spain since 2021, where Admiral Seguros is ranked second. Teaching experience in Business Schools (CEA, EOI, ESIC, Loyola University). 

Vital, enthusiastic, and optimistic. Life is always a special occasion. Time will pass, whether we let it or not, so serenity is my goal. The important thing is not so much the destination as it is the journey…

What is Admiral Seguros, and what functions do you carry out as Head of Employee Experience of the company?

Admiral Seguros is an insurance company, part of the Admiral Group Plc, with more than 30 years of experience in the sector. 

Headquartered in Seville, since our launch in 2006, around 900 employees and 450,000 customers rely on our commercial brands Qualitas Auto, Balumba, and Qualitas Auto Classic. 

We are a very technological/digital company, analytical and where being experts in risk selection, information, and data analysis becomes a central axis of value.

As an employee experience leader, my main responsibility is to care for “caring people”. In my team, we work to provide a complete, unique, different, and memorable experience to each and every one of our employees during each day we share. To make their lives easy, to take care of them, and to offer them solutions that meet their expectations and fit their needs. To “pump” the energy into them so that this “journey”, not the destination, works in a harmonious way that makes it easy for them to connect with what is essential, to have a positive vision, and to think that the project goes with each one of them. 

The people at Admiral are the impact we want to make. We are mobilizers. Together, we are able, from a vision of the future, to pursue our vision.

This year you won the Better for People award, a highly recognized award co-created by Great Place to Work and ifeel. What made you stand out from the other finalists?

We are a very “vitamin” company, very energizing. We activate through empathic connection. Our work model is based on trust and co-responsibility.

We operate in an environment that encourages human relationships as a source of learning, fun, and happiness.

We are positive people -which gives us a lot of psychological security- optimistic and curious. We help identify and use our strengths, which makes us feel more motivated and successful.

We encourage good habits: exercise/sport, laughter, enjoy/ have fun/ have the best time possible.

We deeply believe in and reinforce team feeling and contribution to the value chain.

Our approach is simple, intuitive, sensitive…

Admiral Seguros qualified for the Better for People nomination because it was previously certified as a Great Place to Work. What culture and values should an organization have to be a great place to work?

These are multiple factors that, as a whole, conquer, that reinforce people’s firm belief that they are in the right company, that build loyalty, that manage to keep people committed to the company’s project, creating a strong sense of teamwork and belonging.

Sharing values and a similar philosophy in relation to work, to the place it occupies in our lives, along with many other significant ones, with a culture firmly focused on results orientation, teamwork, and personal growth.

Wanting to help in society, projecting through our example and somehow transcend with our purpose.

Now that you know what we do at ifeel, should companies have a mental well-being solution like ours for their employees?

Of course, we are now more than ever aware of the impact that the last few years have had on people and their priorities, and we are more aware of our vulnerability or fragility. Some things definitely matter more to us: enjoying each moment, our family, our personal life…

While our present is powerful, it is also an inexhaustible source of constant states of alertness, and we are very dependent on emotions. We fear missing out on something and are concerned about not measuring up in the many aspects of our lives.

We are committed to people’s well-being, so we put it at the center of our efforts. Adapting our daily lives to support happiness and emotional health, we believe, is key to business success and hence the need to have a better understanding, not only of the ailments we as an organization experience, but to propose effective solutions to support our people successfully.

Finally, what goals are you setting before the end of 2023 to improve your team’s experience and mental well-being?

Well-being depends significantly on where we place our attention, focusing on what is important to us…

Appreciation: manage each person’s expectations well, making us enjoy the journey.

Be grateful for the good things that happen daily: gratitude changes everything.

Our main goal will continue to be serenity, calmness, and inner peace... balance generates solutions.

With all this, we will continue to achieve the good results and ratings we pursue in the indicators of people who matter.

It is easier to identify them if we pay attention to them because both techniques are usually used together in the same episode of communication with the employee, either consecutively (first one and then the other) or in combination. Keep reading to find out more about the difference between feedback and feedforward. 

The difference between feedback and feedforward

Both processes have in common that they are “feedback” tools when it has already happened, and it is necessary to analyze it, interpret it, and draw conclusions about it. 

One of the most critical differences between feedback and feedforward probably refers precisely to this last point, the conclusions drawn. In the case of feedback, these conclusions refer technically to what has already happened, determining what part of the performance is correct and corresponds to what was expected and what part is incorrect and should be improved. Therefore, feedback looks at the past. 

In the case of feedforward, the conclusions drawn are based on what has happened but look to the future: what should be done from now on, in what direction should performance be oriented in the future, what methodology or style should be adopted for projects that have not yet been completed or started.   

Improving team communication

The quality of communication within teams is fundamental. At work, we communicate on many issues related to the tasks we share, and one of the objectives of this communication must be, in short, to learn to work better. To achieve this, it is beneficial to know the main difference between feedback and feedforward to apply them in the performance service. 

1. Feedback messages

When we talk about feedback, formal performance reviews or more informal comments on an employee’s work results are a key context for managers to “give feedback” to their team members, as the saying goes. However, is giving feedback the only thing they do in these exchanges? Most likely not. Such communication would be of little use in promoting either improvement of poor results or the maintenance of positive results.

The most common is that the commentary on the play we alluded to at the beginning of this article contains two types of feedback, i.e., two types of messages following the execution of a task. The most famous is usually feedback, which consists of analyzing in more or less detail what has been done, tracing the processes that have been carried out, and evaluating the results to assign them a favorable or unfavorable rating. 

The case of favorable ratings is what we usually call giving employees job recognition, which is essential for strengthening relations with them and, most importantly, boosting their motivation. When it is impossible to avoid unfavorable ratings, it is crucial to give them constructively so that they fulfill their mission: to be helpful to the employee to improve their performance in the future by not repeating past mistakes. 

2. Feedforward messages

As mentioned above, it is unusual to comment on a task that has been performed without including messages aimed at tasks to be completed in the future, considering the learning acquired. This is where the feedforward comes in immediately after the feedback or is entwined with it. 

Let’s talk about the difference between feedback and feedforward. It should be noted that the latter includes all that information about how the work should be approached in the future, what aspects of what has already been done should be avoided, enhanced, replicated, or modified, and even messages in the form of emotional incentives. Just as feedback should not be limited to pointing out what has been poorly done but rather to congratulating what has been done well, the feedforward should be motivating and inspiring for the employees who receive it. 

Supporting emotional well-being in organizations

At ifeel, we strongly believe in the power of constructive communication to improve performance, increase motivation and protect employee well-being.   

To help them achieve this and establish good communication habits within the organization’s processes, our team of psychologists, experts in well-being at work, has created an emotional well-being service for companies that supports the entire team of a company, including those responsible for Human Resources.

These managers must ensure that the company’s final results are close to the objectives set. This is why it is essential to support them in guiding the relationship between the company and the employee and to ensure that it is as beneficial as possible for both. 

That’s why, through our service, you can receive personalized, data-driven advice on improving your teams’ psychological well-being. Are you part of your organization’s Human Resources department? Try our program now and find out how it could help you.

In addition, this program offers all employees a complete mental health care service that they can access in different ways depending on their needs. Those who wish can access an online therapy service with one of our psychologists, specialized in cases like theirs, or interact with one of our professionals to receive emotional support in a more specific circumstance that concerns them.

Of course, in our Resources section, you can find different materials, such as podcasts, HR Guides on various topics (e.g., employee experience or how to design a good HR strategy), or interviews with important HR positions. In addition, we have a Psychosocial Risk Factors Template, which you can use to comply with the requirements of the Labor Inspectorate.

We hope you found this post on the difference between feedback and feedforward interesting. If you would like more information about our emotional well-being program for companies, ask us, and we will contact your team as soon as possible.

Advantages of maternity leave

The birth of a child brings significant changes to a woman’s life, both physically and emotionally. Maternity leave allows women time to adjust to their new situation, establish routines, and care for themselves. 

During this period, women can focus on their physical recovery after childbirth and learn childcare skills, strengthening their confidence and security as mothers. Self-care becomes essential at this time, as during maternity leave, women can prioritize their emotional well-being, get proper rest, and receive support to cope with the changes and challenges of motherhood.

1. Fosters mother-child bonding and emotional development

Maternity leave allows women to establish a solid emotional bond with their children from the earliest stages of life. This bond is essential for the baby’s emotional and affective development and the mother’s mental well-being. 

By having time to spend with their newborn child, women can fully engage in nurturing, which fosters a secure and loving connection between mother and child. This strong, loving bond positively impacts the mental health of both women and their children, laying the foundation for a healthy relationship and balanced emotional development.

2. Helps to reduce stress and receive emotional support

The postpartum period can be emotionally challenging for women. Maternity leave provides a safe and secure space where women can care for themselves and receive adequate emotional support. 

By having time to rest, recover and adjust to their new role, women can reduce stress and prevent the onset of mental health problems such as postpartum depression. 

In addition, emotional support during this period – whether from health professionals, family members, or support groups – plays a crucial role in women’s psychological well-being, providing them with the support they need to cope with the challenges and fully enjoy motherhood.

3. Increases empowerment and work-life balance

Maternity leave also plays an important role in empowering women by enabling them to balance their personal and professional lives. By allowing them to take temporary time off work to care for their children, maternity leave helps women set priorities and make decisions according to their needs and those of their families. 

This time allows them to plan their return to work gradually and successfully, promoting work-life balance. In addition, access to maternity leave reduces gender discrimination in the workplace, fostering a more egalitarian society.

Maternity leave is essential to support women’s mental and emotional health during maternity. By providing time to adjust, bond, and receive emotional support, maternity leave promotes women’s overall well-being and contributes to a smoother transition to motherhood.

That is why it is essential that society continues to recognize the importance of maternity leave and provides the necessary support to ensure that all women have access to this fundamental right.

The company’s role during maternity leave

When an employee decides to go on maternity leave, companies must act in a supportive and understanding manner. Here are some guidelines on how they might act:

1. Know and comply with labor laws

Companies should be familiar with their country’s labor laws and regulations related to maternity leave. This includes knowing the duration and benefits of maternity leave established by legislation.

2. Maintaining open communication

Companies should encourage open and transparent communication with employees planning to take maternity leave. This involves establishing a dialogue from the outset to understand their needs and provide them with clear information about the processes and entitlements related to maternity leave.

3. Flexibility and adaptability

Companies can show their support by offering flexible options to employees returning from maternity leave. This can include flexible work schedules, remote work options, or even phased reintegration programs. This flexibility helps mothers balance their family and work responsibilities more effectively.

4. Providing emotional support and well-being

Companies must show empathy and provide emotional support to employees returning from maternity leave. This may include providing supportive resources, such as counseling or support groups, and ensuring a work environment that promotes physical and mental well-being.

5. Preventing discrimination

Companies mustn’t discriminate against female employees because of their maternity. This involves avoiding unfavorable treatment, promoting equal opportunities, and ensuring that women are not penalized in their careers because they decide to take maternity leave.

6. Offering childcare programs

Some companies may choose to implement on-site childcare programs or provide assistance in accessing reliable childcare services. This makes it easier for employees to transition back to work, knowing that their children are well cared for.

7. Promoting re-entry and professional development

Companies can offer reintegration programs and professional development opportunities for employees returning from maternity leave. This includes additional training, skills upgrading, and the possibility of promotion or advancement.

In short, companies should act in an empathetic, flexible, and respectful manner when an employee decides to take maternity leave. In doing so, they demonstrate their commitment to the well-being of mothers and promote an inclusive and equitable work culture.

How to improve the return to work after maternity leave?

1. Advanced communication

The female employee needs to communicate with her employer before returning to work. This will allow discussion of any concerns or adjustments required, such as flexible schedules, workplace accommodations, or updating duties.

2. Planning and organization

Before returning, the woman can plan and organize her return to work. This may include establishing a daily routine, arranging child care, and meeting all logistical needs.

3. Skills upgrade

If there have been changes or updates in the work field during the maternity leave period, the woman may consider updating her relevant skills and knowledge. This may be through online courses, training, or participation in conferences.

4. Gradual reintroduction

If possible, a gradual return to work may be beneficial. This involves starting with reduced or part-time hours for the first few weeks, allowing the woman to readjust to the work environment and balance her family responsibilities.

5. Support from colleagues and superiors

The woman may seek support from co-workers and superiors during her reinstatement. This may include requesting catch-up meetings, getting project guidance, or asking for feedback on her performance.

6. Personal care

During reincorporation, women must take care of their physical and mental well-being. This involves enhancing her health, having time for self-care, and seeking an appropriate work-life balance.

7. Support network

Having a strong support network is critical. A woman can seek out support groups of other mothers in similar situations or seek professional counseling if she faces specific challenges related to reentry.

8. Flexibility and adaptation

A woman can be open to flexibility and adaptation when she returns to work. This involves adjusting schedules, setting clear boundaries, and being realistic about work and family life expectations.

In general, a woman can enhance her return to work after maternity leave by establishing clear communication, planning, seeking support, and caring for her well-being. By taking proactive steps, she can facilitate a smoother and more successful transition back into her professional life after motherhood.

We hope you found this post on maternity leave interesting. If you would like more information about ifeel’s employee well-being service for companies, simply request it, and we will contact your team as soon as possible.

You will find that Yellow Day takes place on the 20th of June and that it is considered to be nothing more and nothing less than “the happiest day of the year”, as opposed to Blue Monday, which is said to be the saddest day of the year. 

As you can imagine, all of this makes no sense at all, and that is why we will spare you the alleged pseudoscientific arguments supporting Yellow Day. We will discuss on this occasion the factors mentioned when talking about Yellow Day that can influence increasing or improving people’s mood both inside and outside of work, even if it is not exactly on the 20th of June. 

Factors relevant to Yellow Day

1. More free time 

With the arrival of what is considered good weather (warmer, more light, less rain, less wind), many companies modify their schedules and establish intensive workdays. The more daring and innovative ones even propose four-day work weeks. This allows working hours to be distributed more flexibly and efficiently than during the rest of the year, positively influencing employee motivation and productivity.  

2. An increase in daylight hours

Not everyone enjoys the summer months in the middle of the year in the same way. For various reasons (especially related to rising temperatures), there are those who feel better in autumn and winter. However, others bloom progressively as the year progresses and experience their most enjoyable months during summer. With the abundance of sunlight, this is the best time of the year for them: they feel more motivated, with increased vitality, they feel better physically, and this influences different aspects of their life, including their professional life. 

3. Contact with nature

Nature is one of the most beneficial scenarios for physical and psychological well-being. As we have more free time and the weather is suitable for outdoor activities, our chances of being in contact with nature increase. The most fortunate have the sea, the mountains, or both nearby. But a garden, the shore of a river, or a public park, can also be good ways to experience this.  

4. Time to socialize

Yellow Day has a lot to do with increasing the leeway we have in our daily lives to carry out pleasant activities shared with the people around us, including those co-workers who are part of our trusted core. 

5. Summer vacations approaching

As we enter the warm and luminous months of the year, planning one of the most important leisure moments in the calendar is set in motion: summer vacations, for those who have them or who decide to take a few days off during these weeks. With this planning, the fantasy and the savoring of the activities that will be carried out and the sensations that they will give us are also activated. 

6. Good memories of past summers

For some reason, there is a tendency to relate people’s childhood and adolescence with happy memories, especially during the -usually- idealized summer vacation periods. So Yellow Day is based on the assumption that past experiences of pleasant summers are reactivated on the 20th of June so that the arrival of summer weather during these weeks is associated with positive emotions and memories.

Caring for people’s emotional well-being at work

At ifeel, we do not work to boost employee happiness but to increase their psychological well-being. That is why we want to help companies in the process of building a healthy and constructive corporate culture for all its members. With that goal in mind, our team of psychologists specializing in well-being at work has created an emotional well-being program for companies.   

Through this collaboration, your company’s HR managers will be able to receive personalized, data-driven advice on how to improve their teams’ psychological well-being. In addition, this program provides employees with a complete mental health care service structured at different levels according to their needs. Try our program now to see how it can help you.

Visit our Resources section, where you will find podcasts, guides for Human Resources, or interviews with leading HR professionals. In addition, you will have access to a Psychosocial Risk Factors Template, which will help you comply with the Labor Inspection requirements.  

We hope this post about Yellow Day was interesting and helpful. Would you like to know more about our mental well-being program for companies? Simply get in touch, and we will contact your team as soon as possible.