| | DECEMBER - 2022MANAGEHRMAGAZINE.COM9We also took the opportunity to rename our "annual leave/vacation" entitlements to "well-being leave". When we communicated this to our associates, we highlighted that this is based on the understanding that "well-being" is defined differently for everyone. For some, that may mean taking time off to care for their children, while for others, it may mean spending more time with the elderly. There are also those who want to do community work as part of their personal purpose, contributing to their well-being and of course, for many of us, we can also opt for "me time" once every so often. With this, our hope is that this provision of well-being leave days help our associates develop both healthy minds and bodies. "How Okay are You?"Speaking of healthy minds, we also introduced a mental health initiative "How Okay Are You?" We knew the stress of the pandemic was taking its toll and we wanted to ensure associates feel comfortable talking about mental health. We created a dedicated webpage with resources, hosted training sessions for all associates and even launched new Zoom virtual backgrounds to easily make it part of the conversation. We've also introduced a global Employee Assistance Program (EAP), that provides mental health, financial and family support resources for associates and their families to get the care they need, when they need it. Based on statistics, associates have benefited from support and guidance on challenges related to bereavement, health, career, relationships, and other stress issues. Well-being is the secret sauce Central to the introduction of these programmes and initiatives is the feedback we receive from our associates, and the action we take based on their feedback. Prudent businesses will realize the need to prioritize actions that truly shift the needle for associates when it relates to discussions about well-being. We rely on our associates to tell us what is important through townhalls, focus groups, surveys, and one-on-one conversations. Through these channels, we know that they want to work for a purpose-led organization that provides a holistic employment experience, be assured of career growth opportunities, and have access to programmes that support their well-being. Recently we launched our new VF Employee Value Proposition (EVP) with the motto "Limit Less". Introducing these bold ideas to enhance the well-being of our associates help bring out the meaning of "Limit Less". I would like all of our people leaders and team members not to limit ourselves to what is possible to help achieve the total well-being of our people. The pandemic that has swept the globe over the last two years has cast a spotlight on employer-employee dynamics, underscoring the need for employers to listen to their associates' growing desire for people-centric policies. When we genuinely take care of our people, they will take care of our consumers. One of the early changes we made was to enhance workplace flexibility in consideration of the diverse nature of our workforce
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