The coronavirus pandemichas forced tens of millionsof employees across the U.S. to work from home. While this will save lives by limiting the transmission of COVID-19, it also poses significant challenges for employees’well-being.

How can companies support the health of their employees – many of whomhave never before worked from homefor a significant amount of time?

Asresearchers in the area of human resource management,we have studiedcompanies’ ability to adopt and encourage practices to improve employees’ well-being.

Here are fourresearch-backedways we believe companies can promote employees’ health and well-being during this crisis.

1. Provide more flexibility

Before the pandemic,only about 5%of the U.S. workforce worked from home on a regular basis.

But working from home affects every employee differently depending on their responsibilities and living situations. For example, withwidespread school and childcare closures, workers with younger children need to balance keeping them occupied while trying to keep up with work tasks. And the same goes for those with elder-care responsibilities.

That’s why employerflexibilityto match specific employee needs is crucial.

A good step is for companies to require managers to have open conversations with their employees about how and when work can be accomplished – without intruding on employees’ privacy – and offer a wider range of options for flexibility, such as more leeway when assignments need to be turned in or adjusting work hours per day to allow more time to care for children and others.

It’s also important for this order to come from the top becausenot all managers view flexibility positively.

For workers in states where they can still head to the office, companies should also offer more flexibility, such as reduced hours, a compressed work week or even a leave of absence.

And employees should not be passive.Let your managers knowwhat kinds of flexibility you need to balance your work and home lives.

2. Encourage and host virtual social time

For workers who have never worked from home, social isolation will be deeply felt. It’s hard to replicate daily interactions with co-workers, casual encounters by the water cooler or after-work drinks.

Research has foundthat having such reciprocal, supportive interactions with work colleagues is linked to worker well-being. But companies should not assume this will happen naturally, especially when people arefeeling down.

Employers should encourage their workers to find time to have virtual coffees, lunches or even happy hours with their colleagues. And managers could continue to mark birthdays or other milestones with video conference calls and other methods.

Another idea is to sponsor group games – such asQuiz Breaker,Water Cooler TriviaorWonder Polls– that employees can play together for some downtime.

3. Train for online collaboration

It’s easy to presume that employees will be effective working remotely as long as they have the right technological tools, such as video cameras and chatting software.

Butresearch has foundit’s not that simple, and conflicts can emerge as a result of the different ways people prefer to communicate and use technology. Some workers may prefer communicating over email, while others react most quickly to chat programs like Slack. For others, the best way to reach them is with an old-fashioned phone call. Some ofour own workhas found that remote work can exacerbate the problem, particularly intimes of stress.

To address this, companies can offer web-based sessions on the most effective ways to work online. During these sessions, leaders can establish ground rules for the use of collaborative technology and build awareness of individual and cultural differences in communication, including preferences for email, phone calls and conference calls.

4. Foster positive coping

The pandemic is increasing people’sfear and stress levels, which can have fatal consequences.

The National Suicide Prevention Hotline has experienced anunprecedented jump in callsand even chatbot counseling apps have seen anuptick in recent weeks.

Our researchhas shown that people use a wide variety of coping strategies when they are in a new and stressful situations. Some, such as increased alcohol consumption, are not very healthy.

In normal times, companies can offer a variety of ways to support employee mental and physical health, from social activities to gym memberships. But with workers at home and the fitness centers closed, companies need to redirect their efforts to foster employee well-being.

Fortunately, there areplentyofappsandwebsitesthat can act as temporary substitutions. Employers can help by directing their employees to the ones they’ve vetted – and offering to foot the bill.

We’ve foundthat practicing mindfulness – focusing your attention to be fully present in the moment – can be especially beneficial to employees’ mental health, even among highly stressed nurses and other health care workers. Companies can help – andsome already are– by offeringtutorials on mindfulness,webinars on resilience, reminding workers of theiremployee assistance programsor simply suggesting workers go for a walk.

Consistent and clear communication about health risks, preventative measures and available resources is the best way for company leaders to keep their employees safe and foster well-being during the COVID-19 pandemic.

The Conversation

Paula Caligiuri, Distinguished Professor of International Business and Strategy, Northeastern University and Helen De Cieri, Professor of Management, Monash University

This article is republished from The Conversation under a Creative Commons license. Read the original article.


David M. Higgins II, Publisher/Editor

David M. Higgins was born in Baltimore and grew up in Southern Maryland. He has had a passion for journalism since high school. After spending many years in the Hospitality Industry he began working in...