| | APRIL 2024MANAGEHRMAGAZINE.COM9four days per week every other week, compensating with slightly extended daily hours. This arrangement allows them to enjoy a day off on either Fridays or Mondays, fostering a healthier work-life balance for our dedicated team.What are recent trends that have evolved to help tackle these pain points?There is a noticeable rise in the prominence of leadership development, with titles such as Chief Leadership Development Officer gaining traction--a term unfamiliar until recently. The emphasis on nurturing effective people management and the imperative for organizations to establish comprehensive programs for the development of people managers are emerging as critical components in the realm of wellness.Is there a project initiative that you've been part of recently and have implemented one or a couple of these trends to make that successful?At Vancity, a notable initiative over the past two years involves providing mental health first aid training for all managers. Presently, it utilizes the mental health continuum endorsed by the Mental Health Commissioner of Canada. Managers are encouraged to incorporate this continuum into meetings, facilitating regular mental health check-ins. This approach aims to de-stigmatize discussions around mental health, making it more accessible for employees. The weekly check-ins provide an avenue for transparent conversations about mental well-being. This practice fosters an environment where team members feel comfortable sharing their experiences.In situations where an employee discloses challenges during the check-in, I address it in a one-on-one conversation. I inquire about the employee's needs and discuss potential solutions, such as time off or workload adjustments, fostering a supportive and proactive approach to mental health in the workplace.How do you see the corporate wellness evolve over the next few years?I recently had the opportunity to address an HR conference in Whistler where the prevailing focus was on wellbeing and leadership. Many organizations, including ours, are increasingly discussing the possibility of transitioning to a four-day work week. The traditional five-day work week model that is in place since the days of Henry Ford is undergoing scrutiny as we reevaluate productivity. It seems that a shift towards a more flexible work schedule, with fewer hours, may become a prevalent trend in the coming years.Any specific piece of advice that you'd like to share with your fellow peers or other industry leaders?If you are in people management roles, leading with transparency is essential. I recall giving a talk at an HR conference where the topic of taking a nap at work was discussed openly. Despite the majority of HR executives admitting to having taken a nap during work hours when asked, none had shared this with their teams. In contrast, I had openly shared my experience of taking a nap with my team, creating a sense of relief and fostering psychological safety. This openness allows team members to feel supported and unburdened by guilt or shame when taking time off, as their manager leads by example in advocating for self-care. In people management roles, leading with transparency is not just a practice; it's an essential principle. Embracing openness fosters a culture of trust and psychological safety, allowing team members to feel supported and unburdened
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