Just Saying: Is Wellness Overrated?
Aurora's editorial from the March-April 2025 issue.
☰
In Pursuit of Wellness
According to the WHO,globally approximately12 billion working daysare lost each year due todepression and anxiety, costing theworld economy approximately onetrillion dollars annually. Additionally,about 15% of the workforce hasexperienced a mental disorder,highlighting the impact of mentalhealth on workplace productivityand employee wellbeing.In 2023, global employeeengagement stagnated and overallemployee wellbeing declined.Both measures are at, or near,record highs – and their lack ofimprovement is notable, especiallyas they follow multiple years ofsteady gains. The result, accordingto Gallup’s State of the GlobalWorkplace 2024 report, is thatglobally, a majority of employeesstruggle in their work and in theirlives, with direct consequencesfor organisational productivity.When an employee is stressed,their level of alertness andengagement is affected and thereare higher chances they will notshow up to work.
Pakistani workplaces are nodifferent – and although mentalhealth awareness is rising inPakistan, so is the realisationthat mental health resourcesare limited, leaving distressedindividuals without adequatesupport. Add to that workplaceswhere managers minimise theimpact of mental health andyou have the perfect recipe for apotentially toxic environment.The levels of intensity of atoxic work environment canbe measured by the numberof talented people exiting, thenumber of missed work daysand decreasing engagementand productivity.
One could think that if people arewell paid, they will stay regardless.This is true, but only to a limitedextent. The reality is that thegeneration that sees money as theprimary motivating factor to stayin a job is ageing (Baby Boomers)and is being succeeded bygenerations who value somethingvery different – mental healthand wellness and a workplacethat appreciates their efforts. Thisgenerational gap between bossesand employees is fundamentalto the way they approach work,life and everything in between. Italso creates intergenerationalstrains, so that a lot of oldschool bosses end up with ahigh employee turnover due tounreasonable demands anda lack of communication skillsor empathy when it comes todealing with the challengesfaced by their employees.
I often hear senior managersand business owners in Pakistansay: “Aaj kal ke bachay barayekamzor hai. Hum ko dekho, wehave thick skin,“ and that they justneed to “tough it out” and “not beon their phones.” This sentimentis prevalent among Baby Boomers(in their sixties and seventies andoften beyond) and represents agenerational gap that has graveconsequences in the workplace,especially as they are managing aworkforce mostly made up of GenX (mid-40s and 50s), Millennials(30s and early 40s) and some GenZ (16- to 30-year-olds)and theirthinking could not be more different.Baby Boomers grew up in anera when stability came from apurposeful career. Toughing it outwas the name of the game andmental health support was notfamiliar territory. Considerablepride was taken from working latehours and not taking time off, andfamily time was not a priority. Yet,this generation still makes up asignificant chunk of today’s seniorleadership and management.Gen X was the first generationto experience a home where bothparents were working or there wasa single parent. This made themmore independent earlier in life andhelped them develop a ‘work hard,play hard’ attitude, predisposingthem to be less emotionally sensitivein the workplace. Gen Xers areknown as the ‘sandwich generation’ – the ones that take care of bothparents and children, leading tofinancial stress and exhaustion.
They were also the first generationforced to keep up with technology inorder to remain competitive, and inmany ways, their self-worth takes ahit when they see the opportunitiescoming to the next generation andwhich they feel they missed out on.This population must sometimesplay mediator in terms of mentalhealth and wellness initiatives tobalance perspectives between theBoomers and Millennials.
Millennials are the firstgeneration to grow up in ahigh-tech environment. Forthem, 24/7 work meansburnout, hence their demand forflexibility. They are prone to highanxiety levels due to constantconnectivity, information overloadand stressful social mediacomparisons with their peers.They have grown up amidstincreasing conversations aboutmental health on social mediaand are a lot more comfortabletalking about these issuescompared to other generations.At work, they are both moreassertive and compassionate,making them strong collaboratorsand potentially futureorganisational leaders.
Gen Z were born around cellphones, tablets and social mediaand have consequently beenexposed to the kind of informationprevious generations were onlyexposed to in their adulthood. Theyare socially conscious, ethicallyaware and comfortable talkingabout their mental health – to thediscomfort of their Millennial andGen X parents – with the resultthat they self-diagnose and oftenfeel overwhelmed by a senseof distance from their families,leading them to experience strongfeelings of being misunderstood.This sense of being misunderstoodis often magnified when theirbosses remind them of theirparents. This generation struggleswith offline relationships and inperson communication. They areeasily offended by critical feedbackthat comes to them in personrather than through a message.
The net effect of thesegenerational differences is thatcompanies are seeing higherlevels of absenteeism, turnoverand low productivity, none ofwhich they can afford if they wantto stay relevant and competitive.Furthermore, companies seen in anegative light create a reputationalrisk for themselves among potentialemployees and customers.
A stress-inducing workplacehas many components and theyall cost companies more than theyrealise. Key areas include:
1. Environmental StressorsThey make coming to work anunpleasant experience. Examplesinclude dirty and non-functionalrestrooms, and often a far smallernumber of them than required.Poorly ventilated spaces withcompromised air conditioningor heating can be the cause ofallergies and other illnesses.Lack of decent workstations, aprayer area for women or a quietroom negatively impacts theexperience at work for Millennialsand Gen Zers. For women, thelack of respect for personal spaceresulting in inappropriate touchingmakes them feel uncomfortableand unsafe.
2. Work and Pay StressorsWith compensation acting as theprimary motivator to keep working,employees can get extremelystressed when this is compromised – especially when the explanationsfor unfair pay are: “You don’t havethat many family members,” or“Why do you need more money?”or “You are so young.” Failing to payon time is another cause of distressfor employees who have bills topay and may not have the financialcushion to bridge the delay. Lackof flexibility during working hoursto deal with family matters (doctor’sappointments, children’s schoolevents, etc.) is a concern broughtup by Millennials and Gen X; forexample, when requests for leaveor to go home early are perceivednegatively and as a lack of loyaltyto the company’s mission.
3. Managerial StressorsIntimidating managers whocriticise way more than they praisetheir subordinates are possibly theworst cause of workplace stress.This type of manager feeds intowhat makes a workplace toxic –where getting credit is rare and theblame game is played constantly.In this environment, favouritism rather than merit is a commonpractice. In such environments,HR often dismisses requestsfor support and fails to embracethe idea that employees are theinternal customers of the businessand the brand.
The fact is that despitetechnological advances, includingAI and robotics, human capitalremains a hugely valuable andintangible asset for organisations.Company heads may, therefore,want to consider taking a moreproactive approach in makingthe work environment a positiveexperience for employees of allages and stages in life.
Supporting a culture of wellbeingin the workplace that appealsto various generations cannotbe overemphasised. In fact,encouraging a dialogue betweengenerations on topics that areimportant for all can actuallybe fun. In fact, implementing awellness culture is a lot easier toimplement than one imagines.
1. Encourage Work-Life BalanceAccording to a Gallup survey,employees who feel burnt out are63% more likely to take sick leaveand 2.6 times more likely to leavetheir current employer. They arealso half as likely to discuss howto approach performance goalswith their manager and 13% lessconfident of their performance.Encouraging a work-life balanceculture whereby people are notfrowned upon if they take time offto attend to personal matters, andproviding flexibility around life events such as death, divorce,childbirth and marriage shouldbe part of the benefits packageto attract top talent. Provide‘personal days’ that employeescan use to take care of familymatters without them havingto ask for permission. Thishelps employees feel ‘seen’ aspeople rather than commodities.Mandatory 10-minute breaks – so that employees can movearound, stretch and walk,without their phones – helpbalance physical activity whileencouraging a degree ofdisconnect with devices.
2. Treat Work Performance EquitablyPeople work to provide forthemselves and their lovedones. Hence, vulnerabilities interms of feeling undervaluedare created when compensationand promotion policies are notadministered fairly. This can beparticularly true for women andyoung people who are doing thesame amount of work but are notcompensated fairly.
3. Compassionate CommunicationPakistanis are generally notcomfortable giving or receivingpraise and positive feedback,and I have noticed many levelsof discomfort among peoplereceiving them, ranging fromawkwardness, deflection andembarrassment. However,even though a ‘tough’ boss wassomething Gen X was prepared to endure, Millennials and GenZ are more likely to leave theirjob if their boss fails to validateor acknowledge their work.Managers who micromanageand criticise their employeesend up demotivating themleading them to look for a newjob. It is therefore essentialto train managers to providecompassionate communicationand positive feedback.
4. Normalise Help-Seeking BehaviourThis can be achieved by creatingcommunity circles wheretools and skills (counselling orcoaching) are taught to helpemployees manage their livesbetter and reduce stress levels.Bringing speakers to addressmoney management issues,parenting skills as well as stressmanagement tips and being kindto one another can foster a positiveenvironment in the company.
5. A Clean and Energising WorkplaceThis does not necessarily implyspending large sums on interiordesign. However, it is demotivatingfor employees to walk into poorlymaintained workplaces, and italso impacts the quality of thework indirectly. A basic checklistof items in this category includesclean and well-kept restroomsand air conditioning systems thatwork properly. It is also importantto consider providing a quietroom for people who may befeeling overwhelmed or for young mothers to breast-feed (verypopular with Millennials and GenZers). Going beyond workplacecleanliness, companies shouldinstitute policies that requirepersonal hygiene and a dress codeto encourage professionalism.
6. Zero Tolerance for Inappropriate BehaviourMillennials and Gen Zers haveno tolerance for inappropriatebehaviour in the workspace atany level and tolerance policiesmust be built into the employeehandbook as the expected codeof conduct, while managersmust be held accountable withstrong consequences.
Leaders should consider thelegacy they want to leave behind,and in this respect, an emphasison mental health and wellnesswill enhance their reputation andcredibility. A leader who promotescontinuous learning and invitesfeedback will remain relevant.
Paying close attention to mentalhealth and wellness can no longerbe minimised without invitingconsequences. A wellness strategythat is robust and aligned with thevalues of different generations andmeets the needs of a well-informedand intelligent workforce is essential tosupporting retention and productivity.
Sheeza Mohsin, PhD, is anExecutive Coach and RelationshipExpert. workwithdrsheeza@gmail.com. Her new venture Dil Ki Recipesfocuses on relationships within theSouth Asian diaspora.www.dilkirecipes.com.
Read Comments
Related Stories
They make coming to work anunpleasant experience. Examplesinclude dirty and non-functionalrestrooms, and often a far smallernumber of them than required.Poorly ventilated spaces withcompromised air conditioningor heating can be the cause ofallergies and other illnesses.Lack of decent workstations, aprayer area for women or a quietroom negatively impacts theexperience at work for Millennialsand Gen Zers. For women, thelack of respect for personal spaceresulting in inappropriate touchingmakes them feel uncomfortableand unsafe.
2. Work and Pay StressorsWith compensation acting as theprimary motivator to keep working,employees can get extremelystressed when this is compromised – especially when the explanationsfor unfair pay are: “You don’t havethat many family members,” or“Why do you need more money?”or “You are so young.” Failing to payon time is another cause of distressfor employees who have bills topay and may not have the financialcushion to bridge the delay. Lackof flexibility during working hoursto deal with family matters (doctor’sappointments, children’s schoolevents, etc.) is a concern broughtup by Millennials and Gen X; forexample, when requests for leaveor to go home early are perceivednegatively and as a lack of loyaltyto the company’s mission.
3. Managerial StressorsIntimidating managers whocriticise way more than they praisetheir subordinates are possibly theworst cause of workplace stress.This type of manager feeds intowhat makes a workplace toxic –where getting credit is rare and theblame game is played constantly.In this environment, favouritism rather than merit is a commonpractice. In such environments,HR often dismisses requestsfor support and fails to embracethe idea that employees are theinternal customers of the businessand the brand.
The fact is that despitetechnological advances, includingAI and robotics, human capitalremains a hugely valuable andintangible asset for organisations.Company heads may, therefore,want to consider taking a moreproactive approach in makingthe work environment a positiveexperience for employees of allages and stages in life.
Supporting a culture of wellbeingin the workplace that appealsto various generations cannotbe overemphasised. In fact,encouraging a dialogue betweengenerations on topics that areimportant for all can actuallybe fun. In fact, implementing awellness culture is a lot easier toimplement than one imagines.
1. Encourage Work-Life BalanceAccording to a Gallup survey,employees who feel burnt out are63% more likely to take sick leaveand 2.6 times more likely to leavetheir current employer. They arealso half as likely to discuss howto approach performance goalswith their manager and 13% lessconfident of their performance.Encouraging a work-life balanceculture whereby people are notfrowned upon if they take time offto attend to personal matters, andproviding flexibility around life events such as death, divorce,childbirth and marriage shouldbe part of the benefits packageto attract top talent. Provide‘personal days’ that employeescan use to take care of familymatters without them havingto ask for permission. Thishelps employees feel ‘seen’ aspeople rather than commodities.Mandatory 10-minute breaks – so that employees can movearound, stretch and walk,without their phones – helpbalance physical activity whileencouraging a degree ofdisconnect with devices.
2. Treat Work Performance EquitablyPeople work to provide forthemselves and their lovedones. Hence, vulnerabilities interms of feeling undervaluedare created when compensationand promotion policies are notadministered fairly. This can beparticularly true for women andyoung people who are doing thesame amount of work but are notcompensated fairly.
3. Compassionate CommunicationPakistanis are generally notcomfortable giving or receivingpraise and positive feedback,and I have noticed many levelsof discomfort among peoplereceiving them, ranging fromawkwardness, deflection andembarrassment. However,even though a ‘tough’ boss wassomething Gen X was prepared to endure, Millennials and GenZ are more likely to leave theirjob if their boss fails to validateor acknowledge their work.Managers who micromanageand criticise their employeesend up demotivating themleading them to look for a newjob. It is therefore essentialto train managers to providecompassionate communicationand positive feedback.
4. Normalise Help-Seeking BehaviourThis can be achieved by creatingcommunity circles wheretools and skills (counselling orcoaching) are taught to helpemployees manage their livesbetter and reduce stress levels.Bringing speakers to addressmoney management issues,parenting skills as well as stressmanagement tips and being kindto one another can foster a positiveenvironment in the company.
5. A Clean and Energising WorkplaceThis does not necessarily implyspending large sums on interiordesign. However, it is demotivatingfor employees to walk into poorlymaintained workplaces, and italso impacts the quality of thework indirectly. A basic checklistof items in this category includesclean and well-kept restroomsand air conditioning systems thatwork properly. It is also importantto consider providing a quietroom for people who may befeeling overwhelmed or for young mothers to breast-feed (verypopular with Millennials and GenZers). Going beyond workplacecleanliness, companies shouldinstitute policies that requirepersonal hygiene and a dress codeto encourage professionalism.
6. Zero Tolerance for Inappropriate BehaviourMillennials and Gen Zers haveno tolerance for inappropriatebehaviour in the workspace atany level and tolerance policiesmust be built into the employeehandbook as the expected codeof conduct, while managersmust be held accountable withstrong consequences.
Leaders should consider thelegacy they want to leave behind,and in this respect, an emphasison mental health and wellnesswill enhance their reputation andcredibility. A leader who promotescontinuous learning and invitesfeedback will remain relevant.
Paying close attention to mentalhealth and wellness can no longerbe minimised without invitingconsequences. A wellness strategythat is robust and aligned with thevalues of different generations andmeets the needs of a well-informedand intelligent workforce is essential tosupporting retention and productivity.
Sheeza Mohsin, PhD, is anExecutive Coach and RelationshipExpert. workwithdrsheeza@gmail.com. Her new venture Dil Ki Recipesfocuses on relationships within theSouth Asian diaspora.www.dilkirecipes.com.
Read Comments
Related Stories
With compensation acting as theprimary motivator to keep working,employees can get extremelystressed when this is compromised – especially when the explanationsfor unfair pay are: “You don’t havethat many family members,” or“Why do you need more money?”or “You are so young.” Failing to payon time is another cause of distressfor employees who have bills topay and may not have the financialcushion to bridge the delay. Lackof flexibility during working hoursto deal with family matters (doctor’sappointments, children’s schoolevents, etc.) is a concern broughtup by Millennials and Gen X; forexample, when requests for leaveor to go home early are perceivednegatively and as a lack of loyaltyto the company’s mission.
3. Managerial StressorsIntimidating managers whocriticise way more than they praisetheir subordinates are possibly theworst cause of workplace stress.This type of manager feeds intowhat makes a workplace toxic –where getting credit is rare and theblame game is played constantly.In this environment, favouritism rather than merit is a commonpractice. In such environments,HR often dismisses requestsfor support and fails to embracethe idea that employees are theinternal customers of the businessand the brand.
The fact is that despitetechnological advances, includingAI and robotics, human capitalremains a hugely valuable andintangible asset for organisations.Company heads may, therefore,want to consider taking a moreproactive approach in makingthe work environment a positiveexperience for employees of allages and stages in life.
Supporting a culture of wellbeingin the workplace that appealsto various generations cannotbe overemphasised. In fact,encouraging a dialogue betweengenerations on topics that areimportant for all can actuallybe fun. In fact, implementing awellness culture is a lot easier toimplement than one imagines.
1. Encourage Work-Life BalanceAccording to a Gallup survey,employees who feel burnt out are63% more likely to take sick leaveand 2.6 times more likely to leavetheir current employer. They arealso half as likely to discuss howto approach performance goalswith their manager and 13% lessconfident of their performance.Encouraging a work-life balanceculture whereby people are notfrowned upon if they take time offto attend to personal matters, andproviding flexibility around life events such as death, divorce,childbirth and marriage shouldbe part of the benefits packageto attract top talent. Provide‘personal days’ that employeescan use to take care of familymatters without them havingto ask for permission. Thishelps employees feel ‘seen’ aspeople rather than commodities.Mandatory 10-minute breaks – so that employees can movearound, stretch and walk,without their phones – helpbalance physical activity whileencouraging a degree ofdisconnect with devices.
2. Treat Work Performance EquitablyPeople work to provide forthemselves and their lovedones. Hence, vulnerabilities interms of feeling undervaluedare created when compensationand promotion policies are notadministered fairly. This can beparticularly true for women andyoung people who are doing thesame amount of work but are notcompensated fairly.
3. Compassionate CommunicationPakistanis are generally notcomfortable giving or receivingpraise and positive feedback,and I have noticed many levelsof discomfort among peoplereceiving them, ranging fromawkwardness, deflection andembarrassment. However,even though a ‘tough’ boss wassomething Gen X was prepared to endure, Millennials and GenZ are more likely to leave theirjob if their boss fails to validateor acknowledge their work.Managers who micromanageand criticise their employeesend up demotivating themleading them to look for a newjob. It is therefore essentialto train managers to providecompassionate communicationand positive feedback.
4. Normalise Help-Seeking BehaviourThis can be achieved by creatingcommunity circles wheretools and skills (counselling orcoaching) are taught to helpemployees manage their livesbetter and reduce stress levels.Bringing speakers to addressmoney management issues,parenting skills as well as stressmanagement tips and being kindto one another can foster a positiveenvironment in the company.
5. A Clean and Energising WorkplaceThis does not necessarily implyspending large sums on interiordesign. However, it is demotivatingfor employees to walk into poorlymaintained workplaces, and italso impacts the quality of thework indirectly. A basic checklistof items in this category includesclean and well-kept restroomsand air conditioning systems thatwork properly. It is also importantto consider providing a quietroom for people who may befeeling overwhelmed or for young mothers to breast-feed (verypopular with Millennials and GenZers). Going beyond workplacecleanliness, companies shouldinstitute policies that requirepersonal hygiene and a dress codeto encourage professionalism.
6. Zero Tolerance for Inappropriate BehaviourMillennials and Gen Zers haveno tolerance for inappropriatebehaviour in the workspace atany level and tolerance policiesmust be built into the employeehandbook as the expected codeof conduct, while managersmust be held accountable withstrong consequences.
Leaders should consider thelegacy they want to leave behind,and in this respect, an emphasison mental health and wellnesswill enhance their reputation andcredibility. A leader who promotescontinuous learning and invitesfeedback will remain relevant.
Paying close attention to mentalhealth and wellness can no longerbe minimised without invitingconsequences. A wellness strategythat is robust and aligned with thevalues of different generations andmeets the needs of a well-informedand intelligent workforce is essential tosupporting retention and productivity.
Sheeza Mohsin, PhD, is anExecutive Coach and RelationshipExpert. workwithdrsheeza@gmail.com. Her new venture Dil Ki Recipesfocuses on relationships within theSouth Asian diaspora.www.dilkirecipes.com.
Read Comments
Related Stories
Intimidating managers whocriticise way more than they praisetheir subordinates are possibly theworst cause of workplace stress.This type of manager feeds intowhat makes a workplace toxic –where getting credit is rare and theblame game is played constantly.In this environment, favouritism rather than merit is a commonpractice. In such environments,HR often dismisses requestsfor support and fails to embracethe idea that employees are theinternal customers of the businessand the brand.
The fact is that despitetechnological advances, includingAI and robotics, human capitalremains a hugely valuable andintangible asset for organisations.Company heads may, therefore,want to consider taking a moreproactive approach in makingthe work environment a positiveexperience for employees of allages and stages in life.
Supporting a culture of wellbeingin the workplace that appealsto various generations cannotbe overemphasised. In fact,encouraging a dialogue betweengenerations on topics that areimportant for all can actuallybe fun. In fact, implementing awellness culture is a lot easier toimplement than one imagines.
1. Encourage Work-Life BalanceAccording to a Gallup survey,employees who feel burnt out are63% more likely to take sick leaveand 2.6 times more likely to leavetheir current employer. They arealso half as likely to discuss howto approach performance goalswith their manager and 13% lessconfident of their performance.Encouraging a work-life balanceculture whereby people are notfrowned upon if they take time offto attend to personal matters, andproviding flexibility around life events such as death, divorce,childbirth and marriage shouldbe part of the benefits packageto attract top talent. Provide‘personal days’ that employeescan use to take care of familymatters without them havingto ask for permission. Thishelps employees feel ‘seen’ aspeople rather than commodities.Mandatory 10-minute breaks – so that employees can movearound, stretch and walk,without their phones – helpbalance physical activity whileencouraging a degree ofdisconnect with devices.
2. Treat Work Performance EquitablyPeople work to provide forthemselves and their lovedones. Hence, vulnerabilities interms of feeling undervaluedare created when compensationand promotion policies are notadministered fairly. This can beparticularly true for women andyoung people who are doing thesame amount of work but are notcompensated fairly.
3. Compassionate CommunicationPakistanis are generally notcomfortable giving or receivingpraise and positive feedback,and I have noticed many levelsof discomfort among peoplereceiving them, ranging fromawkwardness, deflection andembarrassment. However,even though a ‘tough’ boss wassomething Gen X was prepared to endure, Millennials and GenZ are more likely to leave theirjob if their boss fails to validateor acknowledge their work.Managers who micromanageand criticise their employeesend up demotivating themleading them to look for a newjob. It is therefore essentialto train managers to providecompassionate communicationand positive feedback.
4. Normalise Help-Seeking BehaviourThis can be achieved by creatingcommunity circles wheretools and skills (counselling orcoaching) are taught to helpemployees manage their livesbetter and reduce stress levels.Bringing speakers to addressmoney management issues,parenting skills as well as stressmanagement tips and being kindto one another can foster a positiveenvironment in the company.
5. A Clean and Energising WorkplaceThis does not necessarily implyspending large sums on interiordesign. However, it is demotivatingfor employees to walk into poorlymaintained workplaces, and italso impacts the quality of thework indirectly. A basic checklistof items in this category includesclean and well-kept restroomsand air conditioning systems thatwork properly. It is also importantto consider providing a quietroom for people who may befeeling overwhelmed or for young mothers to breast-feed (verypopular with Millennials and GenZers). Going beyond workplacecleanliness, companies shouldinstitute policies that requirepersonal hygiene and a dress codeto encourage professionalism.
6. Zero Tolerance for Inappropriate BehaviourMillennials and Gen Zers haveno tolerance for inappropriatebehaviour in the workspace atany level and tolerance policiesmust be built into the employeehandbook as the expected codeof conduct, while managersmust be held accountable withstrong consequences.
Leaders should consider thelegacy they want to leave behind,and in this respect, an emphasison mental health and wellnesswill enhance their reputation andcredibility. A leader who promotescontinuous learning and invitesfeedback will remain relevant.
Paying close attention to mentalhealth and wellness can no longerbe minimised without invitingconsequences. A wellness strategythat is robust and aligned with thevalues of different generations andmeets the needs of a well-informedand intelligent workforce is essential tosupporting retention and productivity.
Sheeza Mohsin, PhD, is anExecutive Coach and RelationshipExpert. workwithdrsheeza@gmail.com. Her new venture Dil Ki Recipesfocuses on relationships within theSouth Asian diaspora.www.dilkirecipes.com.
Read Comments
Related Stories
According to a Gallup survey,employees who feel burnt out are63% more likely to take sick leaveand 2.6 times more likely to leavetheir current employer. They arealso half as likely to discuss howto approach performance goalswith their manager and 13% lessconfident of their performance.Encouraging a work-life balanceculture whereby people are notfrowned upon if they take time offto attend to personal matters, andproviding flexibility around life events such as death, divorce,childbirth and marriage shouldbe part of the benefits packageto attract top talent. Provide‘personal days’ that employeescan use to take care of familymatters without them havingto ask for permission. Thishelps employees feel ‘seen’ aspeople rather than commodities.Mandatory 10-minute breaks – so that employees can movearound, stretch and walk,without their phones – helpbalance physical activity whileencouraging a degree ofdisconnect with devices.
2. Treat Work Performance EquitablyPeople work to provide forthemselves and their lovedones. Hence, vulnerabilities interms of feeling undervaluedare created when compensationand promotion policies are notadministered fairly. This can beparticularly true for women andyoung people who are doing thesame amount of work but are notcompensated fairly.
3. Compassionate CommunicationPakistanis are generally notcomfortable giving or receivingpraise and positive feedback,and I have noticed many levelsof discomfort among peoplereceiving them, ranging fromawkwardness, deflection andembarrassment. However,even though a ‘tough’ boss wassomething Gen X was prepared to endure, Millennials and GenZ are more likely to leave theirjob if their boss fails to validateor acknowledge their work.Managers who micromanageand criticise their employeesend up demotivating themleading them to look for a newjob. It is therefore essentialto train managers to providecompassionate communicationand positive feedback.
4. Normalise Help-Seeking BehaviourThis can be achieved by creatingcommunity circles wheretools and skills (counselling orcoaching) are taught to helpemployees manage their livesbetter and reduce stress levels.Bringing speakers to addressmoney management issues,parenting skills as well as stressmanagement tips and being kindto one another can foster a positiveenvironment in the company.
5. A Clean and Energising WorkplaceThis does not necessarily implyspending large sums on interiordesign. However, it is demotivatingfor employees to walk into poorlymaintained workplaces, and italso impacts the quality of thework indirectly. A basic checklistof items in this category includesclean and well-kept restroomsand air conditioning systems thatwork properly. It is also importantto consider providing a quietroom for people who may befeeling overwhelmed or for young mothers to breast-feed (verypopular with Millennials and GenZers). Going beyond workplacecleanliness, companies shouldinstitute policies that requirepersonal hygiene and a dress codeto encourage professionalism.
6. Zero Tolerance for Inappropriate BehaviourMillennials and Gen Zers haveno tolerance for inappropriatebehaviour in the workspace atany level and tolerance policiesmust be built into the employeehandbook as the expected codeof conduct, while managersmust be held accountable withstrong consequences.
Leaders should consider thelegacy they want to leave behind,and in this respect, an emphasison mental health and wellnesswill enhance their reputation andcredibility. A leader who promotescontinuous learning and invitesfeedback will remain relevant.
Paying close attention to mentalhealth and wellness can no longerbe minimised without invitingconsequences. A wellness strategythat is robust and aligned with thevalues of different generations andmeets the needs of a well-informedand intelligent workforce is essential tosupporting retention and productivity.
Sheeza Mohsin, PhD, is anExecutive Coach and RelationshipExpert. workwithdrsheeza@gmail.com. Her new venture Dil Ki Recipesfocuses on relationships within theSouth Asian diaspora.www.dilkirecipes.com.
Read Comments
Related Stories
People work to provide forthemselves and their lovedones. Hence, vulnerabilities interms of feeling undervaluedare created when compensationand promotion policies are notadministered fairly. This can beparticularly true for women andyoung people who are doing thesame amount of work but are notcompensated fairly.
3. Compassionate CommunicationPakistanis are generally notcomfortable giving or receivingpraise and positive feedback,and I have noticed many levelsof discomfort among peoplereceiving them, ranging fromawkwardness, deflection andembarrassment. However,even though a ‘tough’ boss wassomething Gen X was prepared to endure, Millennials and GenZ are more likely to leave theirjob if their boss fails to validateor acknowledge their work.Managers who micromanageand criticise their employeesend up demotivating themleading them to look for a newjob. It is therefore essentialto train managers to providecompassionate communicationand positive feedback.
4. Normalise Help-Seeking BehaviourThis can be achieved by creatingcommunity circles wheretools and skills (counselling orcoaching) are taught to helpemployees manage their livesbetter and reduce stress levels.Bringing speakers to addressmoney management issues,parenting skills as well as stressmanagement tips and being kindto one another can foster a positiveenvironment in the company.
5. A Clean and Energising WorkplaceThis does not necessarily implyspending large sums on interiordesign. However, it is demotivatingfor employees to walk into poorlymaintained workplaces, and italso impacts the quality of thework indirectly. A basic checklistof items in this category includesclean and well-kept restroomsand air conditioning systems thatwork properly. It is also importantto consider providing a quietroom for people who may befeeling overwhelmed or for young mothers to breast-feed (verypopular with Millennials and GenZers). Going beyond workplacecleanliness, companies shouldinstitute policies that requirepersonal hygiene and a dress codeto encourage professionalism.
6. Zero Tolerance for Inappropriate BehaviourMillennials and Gen Zers haveno tolerance for inappropriatebehaviour in the workspace atany level and tolerance policiesmust be built into the employeehandbook as the expected codeof conduct, while managersmust be held accountable withstrong consequences.
Leaders should consider thelegacy they want to leave behind,and in this respect, an emphasison mental health and wellnesswill enhance their reputation andcredibility. A leader who promotescontinuous learning and invitesfeedback will remain relevant.
Paying close attention to mentalhealth and wellness can no longerbe minimised without invitingconsequences. A wellness strategythat is robust and aligned with thevalues of different generations andmeets the needs of a well-informedand intelligent workforce is essential tosupporting retention and productivity.
Sheeza Mohsin, PhD, is anExecutive Coach and RelationshipExpert. workwithdrsheeza@gmail.com. Her new venture Dil Ki Recipesfocuses on relationships within theSouth Asian diaspora.www.dilkirecipes.com.
Read Comments
Related Stories
Pakistanis are generally notcomfortable giving or receivingpraise and positive feedback,and I have noticed many levelsof discomfort among peoplereceiving them, ranging fromawkwardness, deflection andembarrassment. However,even though a ‘tough’ boss wassomething Gen X was prepared to endure, Millennials and GenZ are more likely to leave theirjob if their boss fails to validateor acknowledge their work.Managers who micromanageand criticise their employeesend up demotivating themleading them to look for a newjob. It is therefore essentialto train managers to providecompassionate communicationand positive feedback.
4. Normalise Help-Seeking BehaviourThis can be achieved by creatingcommunity circles wheretools and skills (counselling orcoaching) are taught to helpemployees manage their livesbetter and reduce stress levels.Bringing speakers to addressmoney management issues,parenting skills as well as stressmanagement tips and being kindto one another can foster a positiveenvironment in the company.
5. A Clean and Energising WorkplaceThis does not necessarily implyspending large sums on interiordesign. However, it is demotivatingfor employees to walk into poorlymaintained workplaces, and italso impacts the quality of thework indirectly. A basic checklistof items in this category includesclean and well-kept restroomsand air conditioning systems thatwork properly. It is also importantto consider providing a quietroom for people who may befeeling overwhelmed or for young mothers to breast-feed (verypopular with Millennials and GenZers). Going beyond workplacecleanliness, companies shouldinstitute policies that requirepersonal hygiene and a dress codeto encourage professionalism.
6. Zero Tolerance for Inappropriate BehaviourMillennials and Gen Zers haveno tolerance for inappropriatebehaviour in the workspace atany level and tolerance policiesmust be built into the employeehandbook as the expected codeof conduct, while managersmust be held accountable withstrong consequences.
Leaders should consider thelegacy they want to leave behind,and in this respect, an emphasison mental health and wellnesswill enhance their reputation andcredibility. A leader who promotescontinuous learning and invitesfeedback will remain relevant.
Paying close attention to mentalhealth and wellness can no longerbe minimised without invitingconsequences. A wellness strategythat is robust and aligned with thevalues of different generations andmeets the needs of a well-informedand intelligent workforce is essential tosupporting retention and productivity.
Sheeza Mohsin, PhD, is anExecutive Coach and RelationshipExpert. workwithdrsheeza@gmail.com. Her new venture Dil Ki Recipesfocuses on relationships within theSouth Asian diaspora.www.dilkirecipes.com.
Read Comments
Related Stories
This can be achieved by creatingcommunity circles wheretools and skills (counselling orcoaching) are taught to helpemployees manage their livesbetter and reduce stress levels.Bringing speakers to addressmoney management issues,parenting skills as well as stressmanagement tips and being kindto one another can foster a positiveenvironment in the company.
5. A Clean and Energising WorkplaceThis does not necessarily implyspending large sums on interiordesign. However, it is demotivatingfor employees to walk into poorlymaintained workplaces, and italso impacts the quality of thework indirectly. A basic checklistof items in this category includesclean and well-kept restroomsand air conditioning systems thatwork properly. It is also importantto consider providing a quietroom for people who may befeeling overwhelmed or for young mothers to breast-feed (verypopular with Millennials and GenZers). Going beyond workplacecleanliness, companies shouldinstitute policies that requirepersonal hygiene and a dress codeto encourage professionalism.
6. Zero Tolerance for Inappropriate BehaviourMillennials and Gen Zers haveno tolerance for inappropriatebehaviour in the workspace atany level and tolerance policiesmust be built into the employeehandbook as the expected codeof conduct, while managersmust be held accountable withstrong consequences.
Leaders should consider thelegacy they want to leave behind,and in this respect, an emphasison mental health and wellnesswill enhance their reputation andcredibility. A leader who promotescontinuous learning and invitesfeedback will remain relevant.
Paying close attention to mentalhealth and wellness can no longerbe minimised without invitingconsequences. A wellness strategythat is robust and aligned with thevalues of different generations andmeets the needs of a well-informedand intelligent workforce is essential tosupporting retention and productivity.
Sheeza Mohsin, PhD, is anExecutive Coach and RelationshipExpert. workwithdrsheeza@gmail.com. Her new venture Dil Ki Recipesfocuses on relationships within theSouth Asian diaspora.www.dilkirecipes.com.
Read Comments
Related Stories
This does not necessarily implyspending large sums on interiordesign. However, it is demotivatingfor employees to walk into poorlymaintained workplaces, and italso impacts the quality of thework indirectly. A basic checklistof items in this category includesclean and well-kept restroomsand air conditioning systems thatwork properly. It is also importantto consider providing a quietroom for people who may befeeling overwhelmed or for young mothers to breast-feed (verypopular with Millennials and GenZers). Going beyond workplacecleanliness, companies shouldinstitute policies that requirepersonal hygiene and a dress codeto encourage professionalism.
6. Zero Tolerance for Inappropriate BehaviourMillennials and Gen Zers haveno tolerance for inappropriatebehaviour in the workspace atany level and tolerance policiesmust be built into the employeehandbook as the expected codeof conduct, while managersmust be held accountable withstrong consequences.
Leaders should consider thelegacy they want to leave behind,and in this respect, an emphasison mental health and wellnesswill enhance their reputation andcredibility. A leader who promotescontinuous learning and invitesfeedback will remain relevant.
Paying close attention to mentalhealth and wellness can no longerbe minimised without invitingconsequences. A wellness strategythat is robust and aligned with thevalues of different generations andmeets the needs of a well-informedand intelligent workforce is essential tosupporting retention and productivity.
Sheeza Mohsin, PhD, is anExecutive Coach and RelationshipExpert. workwithdrsheeza@gmail.com. Her new venture Dil Ki Recipesfocuses on relationships within theSouth Asian diaspora.www.dilkirecipes.com.
Read Comments
Related Stories
Millennials and Gen Zers haveno tolerance for inappropriatebehaviour in the workspace atany level and tolerance policiesmust be built into the employeehandbook as the expected codeof conduct, while managersmust be held accountable withstrong consequences.
Leaders should consider thelegacy they want to leave behind,and in this respect, an emphasison mental health and wellnesswill enhance their reputation andcredibility. A leader who promotescontinuous learning and invitesfeedback will remain relevant.
Paying close attention to mentalhealth and wellness can no longerbe minimised without invitingconsequences. A wellness strategythat is robust and aligned with thevalues of different generations andmeets the needs of a well-informedand intelligent workforce is essential tosupporting retention and productivity.
Sheeza Mohsin, PhD, is anExecutive Coach and RelationshipExpert. workwithdrsheeza@gmail.com. Her new venture Dil Ki Recipesfocuses on relationships within theSouth Asian diaspora.www.dilkirecipes.com.