We are delighted to announce that V.E.R.A. Consulting will become part of Friisberg & Partners in Milan, offering Executive Search, Assessment, Executive Coaching and Organisational Development Consultancy.
As part of our dynamic and forward-thinking approach, we are thrilled to announce the opening of our new office in the vibrant city of Milan, Italy. This strategic move is a testament to our commitment to global expansion, fostering innovation, and cultivating strong relationships with clients and partners worldwide.
This reaffirms our successful global strategy to develop solid partnerships based on shared values and mutual esteem, integrating diversified skills and experience to offer our clients bespoke, forward-looking and extremely effective solutions.
From our central offices located in Sant'Ambogio, Aureliana De Sanctis and Giovanni Mantica will be the Partners dedicated to Executive Search. Thanks to their extensive experience within specific sectors, we know that they will strengthen and expand the presence of Friisberg & Partners throughout national and cross-border territories.
Milan, often regarded as the financial and fashion capital of Italy, serves as an ideal location for our new office. The city boasts a rich cultural heritage, a thriving business environment, and a strategic geographical position within Europe. Renowned for its historical landmarks, world-class cuisine, and influential fashion and design industries, Milan provides a unique backdrop that aligns perfectly with our values of excellence and creativity.
Our strengthened team in Milan brings several benefits to our valued clients and partners:
Enhanced Service Delivery: Proximity to European markets allows us to provide faster and more responsive services, addressing the unique needs of clients in the region.
Cultural Understanding: A local presence ensures a deeper understanding of our clients' cultures and business landscapes, enabling us to tailor solutions that resonate with their specific requirements.
Innovative Collaboration: By engaging with Milan's innovation ecosystem, we open up opportunities for collaborative projects that drive mutual growth and foster innovation.
Our strategically important office in Milan reflects our commitment to providing exceptional services, fostering innovation, and building lasting relationships on a global scale. We look forward to the opportunities and challenges that lie ahead, confident in our ability to thrive in Milan's dynamic business landscape.
We are ready to work together as one close-knit Team!
In the fast-paced and ever-evolving world leadership has taken on a new dimension. The challenges and opportunities facing organisations today require leaders to be adaptable, forward-thinking, and empathetic. As we delved into the dynamics of leadership in 2024, it became apparent that successful leaders are those who can navigate complexity, foster innovation, and build resilient and empowered teams.
One of the defining features of leadership in 2024 is the need for adaptability and agility. The business landscape is constantly changing, driven by technological advancements, geopolitical shifts, and societal transformations. Leaders must be adept at sensing and responding to these changes quickly. The ability to pivot strategies, embrace new technologies, and stay ahead of the curve is crucial for organisational success.
In 2024, technology plays an even more central role in business operations. Leaders need to not only understand emerging technologies but also integrate them seamlessly into their organisations. Artificial intelligence, automation, and data analytics are no longer optional; they are essential tools for optimising processes, improving decision-making, and gaining a competitive edge. Successful leaders are those who can harness the power of technology while ensuring ethical considerations and human-centric approaches are prioritised.
The emerging new leadership style places a significant emphasis on empathy and inclusivity. As organizations become more diverse, leaders must be more attuned to the needs and perspectives of a wide range of individuals. Cultivating a culture of inclusivity fosters creativity and innovation, as diverse teams bring varied insights to problem-solving. Additionally, empathetic leaders build strong, cohesive teams, nurturing an environment where individuals feel valued and motivated.
The global shift towards remote and hybrid work models has reshaped the traditional understanding of workplace dynamics. Leaders in 2024 must excel in managing remote teams, ensuring effective communication, collaboration, and employee well-being. The ability to foster a sense of connection and purpose among dispersed teams is paramount for sustaining productivity and organisational cohesion.
Leadership in 2024 goes beyond profit margins and market share. Organizations are increasingly expected to operate with a commitment to sustainability and responsibility. Leaders need to champion corporate social responsibility initiatives, aligning their organizations with values that resonate with both employees and consumers. A commitment to sustainability not only enhances the organization's reputation but also contributes to long-term success in an increasingly ESG conscious marketplace.
Leaders must prioritise continuous learning and development for themselves and their teams. Staying abreast of industry trends, acquiring new skills, and fostering a culture of lifelong learning contribute to organisational agility and resilience. Leaders who encourage and invest in the growth of their teams create a dynamic environment that adapts to change and thrives on innovation.
Leadership in 2024 is a multifaceted challenge that demands a holistic approach. Successful leaders will be those who can navigate complexity, leverage technology, foster empathy and inclusivity, adapt to remote work environments, champion environmental and social responsibility, and prioritise continuous learning.
By embracing these aspects, leaders can steer their organisations through the dynamic landscape of 2024 and beyond, ensuring sustained success in an ever-evolving world.
As the year concludes, we extend our sincere appreciation to all our clients for your ongoing partnership and commitment. It has been a pleasure working with you, and we appreciate the opportunities to contribute to your success.
May the winter break offer a well-deserved respite, allowing you to recharge for the challenges and triumphs that lie ahead. We look forward to continuing our productive collaboration in the coming year.
This holiday season, we also reflect on the collaborative efforts of our global and local teams who have all contributed to the success of our firm. Their unwavering commitment to excellence is truly commendable and we all look forward to more shared accomplishments in 2024.
Everyone at Friisberg wishes you a joyful holiday season filled with relaxation and good company.
In June 2022, we resumed our work in Ukraine. We had to completely reformat the company's business processes as we used to deliver postal items by air to achieve the desired delivery speed and high quality. At the moment, we use road transportation in Ukraine, deliver to Poland, and there all our cargo is already included in the DHL network. This requires additional time and restructuring our processes within departments. We purchased additional trucks, our couriers received additional category driving certificates, but we understand that for many of our clients we remain the connecting force in Ukraine. Our clients are mainly business companies that need to run their businesses in order to survive this fundamental time for our country.
We pay taxes to support our country and provide paid work to all our employees. There were no staff reductions in the company and we added additional bonuses to employees to support them during this difficult period. We also consider it our duty to maintain the salaries of mobilized employees. - they are our protectors and heroes. We also help demobilized employees adapt to the workplace. They all have funding issues, and we're changing our processes so people can continue to work.
Currently our plan embodies simple golden values: understanding with the ability to listen and help. At the moment, it is very important to us that our people feel cared for and supported.
We continue to pay salaries, we even meet our obligations to raise salaries once a year. We provide all the social benefits, vacations, sick leave, continue to insure employees, etc. We allow those who can work from home to do so.
We care very much about people's safety. We turned our office into a real hub of stability: we purchased generators, beds, blankets, non-perishable food in case of blackouts. Employees can come to the office, warm up, wash things, take a shower and eat.
We practise constant communication with those who serve in the military. We constantly inform our employees about how the service is going, which of our mobilized defenders need help, visit them in the hospital, and proudly share information about who have been given awards - for example, two of our employees were awarded the Cross for Courage!
We also made reservations against the mobilization of 40% of men.
Employees support our company's attitude towards them, they value us and do everything possible to support the business during this difficult time.
Even though there is a war in our country, we continue to support our Ukrainian children. We believe that this is our strongest contribution to the future of our country. These are mainly children from large foster families and many of these families were relocated from the East part of Ukraine.
In October of this year, we signed an agreement with SOS Village and agreed on a number of useful and interesting activities for the next year.
For example, at the end of October, we invited children from large families to come to us for a career guidance excursion - 40 children accepted our invitation. We told the children about the history of our company, our business and corporate culture. The children visited key departments where managers told them about what the department does, showed how employees worked, and what knowledge and skills they need to have to get a job in our company. It was a very fruitful discussion because we received so many questions from the children. Then they visited our warehouse to see our processes, and see all our our vehicles.
DHL Central Europe region, which includes 14 countries, within the global Volunteer Day had an initiative to help get Ukrainian children to school. 14 countries in CEU region sent us stationery, school backpacks, other interesting school goods and at the end of the excursion we presented the children with big packs full of such presents.They were very happy!
We received great feedback from the children, so next year we plan to have more activities and master classes for children.
The last month of the year has begun. In December, we often evaluate the past twelve months and look to the coming year.
For many, the year 2023 has been a time of uncertainty and financial turmoil and it's understandable if you feel gloomy or worried about the future. So how can you still continue to build trust in teams and workplaces for the future when the December blues take over?
We residents of the North are currently living through the darkest time of the year. Surviving the winter darkness, particularly during the polar night, can be challenging, but we Finns have developed various strategies to cope with it.
Here are some tips that might help you to survive the December blues - like a Finn:
Here, where the sun is non-existent during the winter months, we use light therapy lamps which mimic natural sunlight.
Be the sunlight for your team. Look for positive things, don't wallow in negativity. Remember the year's successes and achievements, focus on what we can do.
Regular exercise can boost your mood and energy levels. At work, this means not letting hard times get us down. Let's stay active and not become passive, even if it requires more effort to do so. Closing that deal might need just that one call more - you can do it.
Combat feelings of isolation by maintaining social connections. Have that Christmas party, make the call to ask how you are - turn on your inner Christmas lights!
Employees may feel uncertain about the stability of the organizations and turbulent times can take a toll on employees' mental health and well-being. Try to create stability and comfort through open and continuous conversations, gatherings, and community spirit.
Establishing routines can help create a sense of normality. Continue to have the routines in place as before and create agilely new ones if needed. Staying consistent works in all conditions.
There is no bad weather, just bad clothing. Make sure your team has the right “thermal clothing” to face even the difficult times. Discuss openly what is needed to succeed in the current situation. Offer ways to strengthen resilience, for example through coaching. By investing in these abilities, you have equipped them with the means to survive.
Let’s head on to December with the wise words of the former President of Finland, Mauno Koivisto: “Unless we know for sure how it will turn out, let's assume that everything will turn out well.”
Several boards carry out an annual self-evaluation, or an online quantitative evaluation, every three years based on the need to express and show good and ethical board behaviour. However, this is not the way forward if you ask Richard Leblanc, researcher at York University in the journal "The Corporate Board". He expresses that these simplified methods give an imperfect picture of the Board's work and efforts. Just as no one wants to assess a company simply on the basis of their accounts, one should not assess a Board of Directors based only on a quantified and outdated approach. If this method continues, Board evaluation can end up being a ritual tribal dance that adds no particular value to the company.
Board evaluations must not function as a tick in the compliance form. When basing your evaluation data from members' individual and biased understanding of what good board work is, you are taking the easy way out. One can quickly fall into a trap where the results become bland and the subsequent dialogue ends in a round of self-praise and self-glorification.
At Friisberg & Partners International, we specialize in Board Assessments. We go in-depth with a mix of qualitative and quantitative methods in the form of both online surveys, physical interviews and assessments. The data is used to uncover elements such as the Board's experience, their ability to collaborate & challenge each other and the management, collective knowledge and their professional competences. Bases on this data, the company's activities and the associated risks are analyzed along with the Board's work.
As an extra element in creating a truthful and in-depth evaluation, Friisberg & Partners Denmark recommends that the Management assesses the Board in addition to the Board's own self-assessment. Based on the full evaluation and the subsequent reporting, the Board has the opportunity to uncover the potential to become a better strategic player that matches and supports the Executive Board.
Overall, it is absolutely central to the utilization of the potential in an evaluation that the focus is not only on documenting the results achieved, but is seen as a resource for developing the Board; both in relation to current changes or future routines, structural conditions & long term knowledge building.
At Friisberg & Partners International, there is broad agreement that there is a correlation between external Board assessments and improved management quality. Board evaluations contribute to identifying strengths and weaknesses in the Board's functioning, which makes it possible to improve decision-making processes and strategic management. Furthermore, the evaluations contribute to an objective assessment of the Board's composition, working methods and efficiency. It promotes open dialogue and reflection on the Board's performance, which contributes to higher professional accountability.
As an additions service offering, Friisberg & Partners includes a targeted development and action plan as a part of our final report. This can lead to higher levels of engagement and performance.
A year ago, Marvin Siebert, Partner and luxury goods expert, wrote about the trends and issues that will occupy the luxury industry in the coming years. Now he discusses what has happened since then.
Unlike the retail industry in general, luxury goods suppliers still have a reason to celebrate, as the global luxury market is growing. In 2022, sales reached €345 billion, an increase of 19% over the previous year. China remains the world’s largest luxury market. In 2022, it accounted for around 20% of global luxury goods sales (around €59 billion).1
In 2022, LVMH, Hermès, and Cartier parent Richemont, in particular, gained market share. They accounted for three quarters of additional sales. The reasons for their growth were: As owners of some of the world's best-known and most coveted luxury brands, they have strong brand positions and reach a large customer base in over 100 countries. They are innovative and invest in new products, technologies, and services to meet customer needs. It is likely that they will continue to strengthen their market position in the coming years.
With its direct impact on consumer purchasing power, inflation is the biggest challenge facing luxury goods companies. Experts expect it to remain high in the coming years, leading to a slowdown in growth.1, 4, 5 Historically, the luxury goods market has grown by an average of approximately 7% per year. Experts are currently forecasting a growth of 3.3% per year.5
The super-rich are less vulnerable to inflation than the general population. Analysts estimate that inflation will slow the growth of the global luxury goods market by 1% to 2% in 2023. Luxury brands for the upper middle class are expected to be hit harder (2% to 3%) than those for the super-rich (1% to 2%).3, 1 Therefore, the ability to pass on price increases remains a critical success factor.
Around 1.8 billion people worldwide belong to the upper middle class (approximately 25% of the world’s population). The number of super-rich people is about 65 million. In 2022, these two groups accounted for 35% of the global luxury market.1, 3
The upper middle class has considerable growth potential as it is larger than the super-rich group and will continue to grow significantly in the future, especially in emerging markets. They also tend to be younger and more dynamic than the super-rich, making them more likely to follow new trends and try new luxury brands. However, they are more vulnerable to inflation, so growth will largely depend on whether inflation continues to rise. In addition, competition in this market is likely to increase as more brands try to meet the needs of this large target group.
E-commerce is also playing an increasingly important role in the luxury market. The share of the online luxury market was 21% in 2022.1 Many luxury brands sold their products directly to customers through their own websites or apps. As a result, monobrand online stores, in particular, continued to gain share. However, luxury online retailers, such as Mytheresa and Farfetch, are finding it increasingly difficult to compete in the D2C sector. Despite a successful fiscal year in 2022, with revenue of around €690 million and EBITDA of around €66 million, Mytheresa had to significantly revise its 2023 forecast revenue (€755 million - €800 million) and EBITDA (€68 million - €76 million) in July (revenue: €750 million - €765 million, EBITDA: €34 million - €43 million). UK online retailer Farfetch also notably lowered its own forecast for 2023 after a disappointing Q2 in August.6 In addition to increasing competition in D2C, online platforms are also affected by inflation, geopolitical tensions, and supply chain disruptions.
Their go-to-market strategies, with a greater focus on online retailing and direct sales, are also changing the marketing of luxury brands. Personalization is becoming increasingly important to build customer loyalty. In addition, social media, influencer marketing, and digital advertising are key components of marketing strategies, especially when targeting Generation Z consumers. This includes, for example, the menswear show by Pharrell Williams and Louis Vuitton. This major event brought the luxury group an audience of billions (1.1 billion views).
As a result, the marketing budgets of the major players have changed significantly, both in terms of distribution and size. According to a study by the Boston Consulting Group, luxury brands’ marketing expenditures amounted to around $100 billion in 2022. Digital channels accounted for 40% of this.5, 1 Kering invested 77% of its marketing budget in online channels (€2.7 billion), while LVMH invested 70% (€6.7 billion). In addition, both increased their total marketing budgets significantly, with Kering increasing its budget by as much as 50% over the previous year. Hermès is an exception. The French family business has kept its marketing budget fairly stable in recent years. In 2022, it amounted to €1.6 billion, an increase of 5% over the previous year. Unlike the aforementioned competitors, Hermès spends the largest share (2022: €1.2 billion) on traditional channels such as print advertising and TV.
In addition to the shift to digital channels, major luxury brands’ marketing expenditure has also changed in terms of content. Luxury brands are increasingly focusing on content that revolves around their customers’ values and lifestyles. Another trend is increasing diversification. Luxury brands are offering new products, such as beauty and lifestyle products, in addition to their usual assortment (e.g., leather goods, jewelry, and fashion). This diversification helps them reach new target groups and accelerate market growth. They are also increasingly offering personalized products and services to their customers.
Luxury brands are increasingly using AI technologies to improve efficiency, enhance the customer experience, and develop new products and services. The applications go far beyond chatbots, personalized recommendations, and offers. Customers can now experience new worlds (e.g., Metaverse), VR factory tours (e.g., Luis Vuitton), styling apps (e.g., Hermès), and personal stylist robots (e.g., Gucci).
Luxury brands are facing increasing challenges. The market is changing, consumer habits are changing, and competition is increasing. It is essential to find new ways of maintaining customer loyalty in order to succeed. Two key words are particularly important: experience and hospitality. Luxury brands need to offer their customers a unique and memorable experience. This can be achieved through a combination of craftsmanship, world-class customer service, and a memorable engaging environment.
The most critical success factor for luxury brands is attracting and retaining talent. Only those who develop the right recruitment strategies and focus on employee retention will be able to successfully manage the transformation process. Despite the challenges, the growth prospects for the global luxury market are positive. we look forward to helping you find and select the right leaders.
1 Bain & Company-Altagamma „Luxury Goods Worldwide Market Study 2022” (June 2023)
2 McKinsey & Company Global Institute (2022)
3 McKinsey & Company „The Future of Luxury: 2025 and Beyond“ (May 2023)
4 McKinsey & Company „Luxury Goods in the Age of Inflation” (July 2023)
5 Boston Consulting Group „The State of the Global Luxury Market 2023” (July 2023)
6 Press Releases of Mytheresa Group and Farfetch Limited (2023)
I think a more difficult question would be the other way around because for me it was quite simple. I still remember the first call I got to gauge my interest. I was in a good place with my career, so they said, I am happy for you, but this is the one you have been waiting for! They were right. The brand, the business model, the level of autonomy, the chance to drive success across the entire value chain - it was all too magnetic for me. And that was all before I met the people. The sheer excellence of HEINEKEN people is the company’s true competitive advantage, and I feel together we can really amplify the value we create in our entire ecosystem.
Let me start with the sense of joy. First and foremost, I get that from my team. The insights they teach me, the laughs we share, the passion and effort they put into our work; the sense of belonging in this team is simply amazing. I get my energy from having people around me and working with others towards ambitious goals. HEINEKEN provides ample opportunity for that. There is a level of transparency and authenticity that is quite unparalleled, and that creates the perfect environment for people to come together and really solve problems.
In terms of challenges, I would say most of the things that keep me up at night are also the things that give me energy in the morning. Biggest one would be maintaining the growth path HEINEKEN is on, even through an increasingly difficult business and labour context. Luckily, I found a solid organization, with motivated and engaged people, which is unquestionably due to the Management Team and my predecessor.
Ever since day one, I acknowledged that I had not met another organization where people use such terms as psychological safety, autonomy of decisions, or accountability so much, so naturally, and so freely. These are key cultural elements for delivering in such a fierce business environment, and at HEINEKEN, they can be summed up in one word: TOGETHER.
I also bow to the natural generosity of my colleagues. Starting with my team, who gave me all their time to help me integrate as quickly as possible, all the way to the managers, whose obvious interest is developing their teams. I am happy to see the premium brand we produce translates into the premium people we have. Or is it the other way around?
HR was a surprise. I often say I stumbled into HR, because in the beginning of my working life, I had no idea what it was. I had not studied it, and I had not really encountered an HR person in real life, so I was not even considering something I was unaware existed.
And then, about 13 years ago, I applied for a Sales role with an FMCG company. I went through all the interviews and the tests, and was actually offered the role. And just I was accepting it, the manager said , You know, we probably have something else you might be good at, but you’re probably not interested, because it’s in Poland. I basically said I will do it without even knowing what the job was (I assumed it had to do with Sales, but did not really ask). Mostly because at that point in my life I was really craving an international experience. Long story short, I started my HR career in Employee Service Delivery and Compensation & Benefits, which worked out great because they played into my analytical side. From there, I just kept finding new ways to develop myself, and the organization, through a function that has a lot of untapped value to give.
I think this is my fourth sector as an HR person, fifth overall. This day and age, I do not know any industry that is not challenging for HR. What I believe works “in our favour” is the speed and complexity of the market, consumer behaviour, legislation, and sustainability developments. They all challenge HR to really flex our creative muscle, and ensure we are building a winning organization. But then again, this is exactly what I signed up for.
Thank you! With all the professional milestones I’ve hit, my family is still my biggest accomplishment. I often share that as a kid I was changing my idea of a dream job quite often, but I’ve always known I wanted to be a father.
I guess I was lucky to work for organizations that supported me in my search for balance, and that helped me be more engaged and deliver more heartily at my job. HEINEKEN is one for the books from this perspective. With clear priorities and accountability, and even clearer rules of engagement with one another, it not only allows, but promotes people’s wellbeing. For me and my family, this is extremely important, and it works the other way as well. When the pressure is on at work, I get the support I need to strap in and be there for the organization.
Would not necessarily call it advice, but lessons I’ve learned along to way. One would be that I only assume two things about the person in front of me: positive intent, and that they are smarter than me in (at least) some things. It is hard not to come out of any conversation richer than before. And the second one is a personal KPI of mine: number of smiles in meetings. I don’t actually count them, but I try to make sure they are there, even through tough times. Smiles are an extremely powerful retention tool, and a brilliant catalyst for problem solving.
That is a tough question, because the answer is still not what I would like it to be. Although I am getting better at carving some time for myself as well. Adapting to the new reality is key. With three kids on my back, I rarely have time for a standard chess game, but I’ve come to love speed chess games, where I would play anything between 2-to-10-minute games. I also try to join a friendly football game every couple of weeks, usually after the children’s bedtime.
Oh, I actually know the answer to this one ! About five and a half years ago, when my wife was pregnant with our eldest daughter, we moved into a bigger place. And as the landlord gave us the keys and left us in the empty apartment, we took a minute to cherish the way our lives were changing. And we did something that will always stay with me. We decided then and there what our core values were, so that as parents, we would live by them, and try and instill them in our children. So we took a bit of chalk and scribbled these four words on the kitchen walls: TRUST, COURAGE, KINDNESS, FUN.
I won’t go into details on any of them, only say I found them in plenty supply here at HEINEKEN. The company’s mission of brewing the joy of true togetherness strings all of them together perfectly.
Be kind. Be brave. Be patient.
As of September 1, 2023, Friisberg & Partners International is also present in the Netherlands. With the opening of an office in Amsterdam, we are taking the next step in our international expansion.
Maarten van de Sande will lead our Dutch office. With almost 20 years of experience in recruitment, headhunting and executive search for both multinationals and local companies, his style of working is characterized by a high degree of involvement with both clients and candidates and an in-depth knowledge of the markets in which he operates. Maarten studied Finance & Business Administration at Nyenrode University, and followed several Master courses on HR and Strategy; he speaks four languages including Danish and German.
Maarten is trained as an accountant and started his career at KPMG in the general audit practice. Afterwards he had a number of management roles, including at the German Heidelberger Druckmaschinen, where he was Managing Director for two small Dutch entities for seven years. At that time he started his own recruitment agency, which he and a partner developed into a medium-sized player on the Dutch market.
After the sale of this agency at the end of 2019, Maarten shifted his focus towards specialist Headhunting and Executive Search assignments, mainly for medium-sized companies, often international and many of them family-owned. Together with his team of experienced researchers, Maarten guaranteed high quality service and the best solution. Joining Friisberg & Partners was therefore a logical step for Maarten to serve both his existing and new clients even better in their ambitions to attract the best local and international candidates.
Zoltan Petho, Chair of Friisberg & Partners International, gave a warm welcome to Maarten:
“It has been never easy to expand and find a new Partner in a new geographical location. Especially when it is a mature market, like The Netherlands. Friisberg is not only looking for a professional with proven track record in Executive Search or Management Consulting but also someone who is a great fit for the Friisberg family and shares our values from the very beginning. Maarten is very honest when describing his experience and ambition, and understands the business, which was clear after the very first talk we had - he never hesitates to ask questions showing his ability to be open and learn new things. Maarten has also a sparkling personality and a great sense of humour….and our common Danish background was just the icing on the cake! Welcome to Friisberg, dear Maarten!”
Maarten added:
“When I first met my new colleagues, during the conference in Budapest earlier this year, I became acquainted with the characteristic Friisberg culture: friendly, collaborative, entrepreneurial and ambitious. It fits like a glove!”
In today's fast-paced and competitive world, the significance of mental health in the workplace cannot be overstated. We all know that the well-being of employees not only affects their individual lives but also has a profound impact on organizational success. Addressing mental health concerns within the workplace is not just a moral imperative but also a strategic necessity. Based on my talks with various firms, let me explore the challenges associated with mental health in the workplace and discuss effective strategies for promoting a mentally healthy work environment.
As I see, one of the major challenges concerning mental health in the workplace is the stigma that still surrounds mental health issues. This stigma often prevents individuals from seeking help, as they fear negative repercussions on their careers or reputations. Consequently, mental health problems might go unnoticed and untreated, leading to more severe issues down the line.
Moreover, the nature of modern work, characterized by high demands, tight deadlines, home office environment and long working hours, can contribute to stress and burnout. These conditions, if left unaddressed, can lead to decreased job satisfaction, increased absenteeism, and reduced overall productivity. Additionally, the blurring of boundaries between work and personal life due to technological advancements can make it challenging for employees to disconnect, exacerbating stress levels.
Managing and improving mental health in the workplace requires a comprehensive and honest approach that involves both employers and employees. Obviously there are many effective strategies to consider, including:
Employers can take the lead in creating a culture of open conversation around mental health. This involves destigmatizing mental health issues by providing information, resources, and training to employees and managers. Encouraging honest discussions about mental health can help create an atmosphere where seeking help is seen as a sign of strength rather than weakness.
Employers should strive to design jobs that consider the mental well-being of employees. This includes manageable workloads, reasonable deadlines, control of work and the autonomy to make decisions. Furthermore, offering flexible work arrangements, such as remote work or flexible hours, can help employees manage their work-life balance more effectively.
Many organisations established already Employee Assistance Programs (EAPs) or provided access to mental health professionals can offer employees a confidential outlet for discussing their concerns and receiving guidance. These programs can play a crucial role in early intervention and prevention.
We must encourage employees to take breaks, use vacation time, and disconnect from work outside of working hours to help prevent burnout. This can be reinforced through company policies that prioritize employee well-being.
Providing training to managers and employees on recognizing the signs of mental health issues and how to provide appropriate support can contribute to a more compassionate and understanding work environment.
Managers can conduct regular one-on-one check-ins with their team members to discuss their workload, challenges, and well-being. This not only helps address potential issues but also shows that the organization values its employees' mental health.
If you are not confident dealing with this topic as a business leader, CXO or a senior HR person, you may ask for help or advise from a professional. The gains are incredible. This can make your company a healthier, happier, and more productive firm.
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