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美國商界當(dāng)前最大的風(fēng)險(xiǎn),是一個(gè)心理學(xué)問題

Maria Aspan
2020-10-09

在疫情發(fā)生之前,員工的悲傷情緒每年給雇主帶來的生產(chǎn)力損失就高達(dá)750億美元。

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在新冠疫情今春于紐約全面爆發(fā)之前,Electric的雇員就已經(jīng)處于悲痛之中。

3月18日,這家科技初創(chuàng)公司關(guān)閉了其在曼哈頓市中心辦公室,并要求其145名員工開始在家辦公。數(shù)天之后,其中的一名員工不幸突然死亡。死因并非源于很快波及全體紐約市民的新冠病毒,而是意外的心臟問題。來自于布朗克斯的32歲高級客戶支持技師詹姆士?斯德普尼曾希望在紐約市健身房關(guān)閉之前最后一次健身。他在辦公室中總是帶著微笑,熱心,而且平易近人。他暈倒在了健身房,然后被緊急送往重癥監(jiān)護(hù)室,一天之后身亡。

Electric人事副總裁杰米?科克里在他去世數(shù)個(gè)月后說:“他是一個(gè)了不起的人。這是一個(gè)巨大的打擊。”然后她還說:“一想到這里我就十分難過。”

對于斯德普尼的同事和其工友來說,其身亡的消息是一個(gè)出人意料的巨大打擊,更令人感到難過的是,城市還有他們的日常生活和余生都被徹底打亂了。Electric的春季悲劇并沒有到此結(jié)束,公司另一名雇員的弟弟因新冠疫情而去世。與此同時(shí),喬治?弗洛伊德的死引燃了紐約街頭的各種抗議,以及全國范圍內(nèi)對警察殘忍行徑和系統(tǒng)性種族歧視的痛斥,尤其是對職場黑人雇員歧視的痛斥。

科克里說:“在經(jīng)歷這種事情之后,人們怎么可能在清晨醒來之后還能若無其事地去工作?沒法做到。”

然而,超過1.47億的美國雇員卻做到了,他們在今年一邊承受著巨大的悲痛一邊工作。我們不僅要哀悼到目前為止在美國因疫情死去的20萬民眾,以及隔離期間我們錯(cuò)過的臨終告別和葬禮。我們對弗洛伊德和布里奧納?泰勒以及所有因系統(tǒng)性種族歧視而受到傷害的人們表示哀思,而且悲嘆于這個(gè)已經(jīng)被美國黑人背負(fù)了如此長時(shí)間的痛楚。我們對因疫情而消失的數(shù)千萬個(gè)工作以及導(dǎo)致的經(jīng)濟(jì)壓力感到惋惜,我們還哀嘆于眾多“關(guān)鍵工作者”難以想象的抉擇——是維持生計(jì),還是拿自己的生命或其摯愛之人的生命做賭注。我們還哀悼于備受人們敬仰的公眾英雄的去世,其中包括魯斯?巴德?金斯伯格、約翰?路易斯和《黑豹》主演查德維克?博斯曼。我們對那些不是那么嚴(yán)重但依然十分重要的損失而感到遺憾,包括所有推遲的婚禮、取消的假日以及被打亂的兒童照看計(jì)劃以及混亂的學(xué)校日程,這些讓未來變得幾乎無法規(guī)劃。就像作者、職場咨詢師詹妮弗?莫斯說的那樣,我們在哀嘆“過去生活的消逝”。

我們會在辦公場所寄托我們的各種哀思——不管是在家遠(yuǎn)程辦公的人士從廚房餐桌和臥室辦公桌撥打Zoom電話會議、通過Slack聊天,還是在關(guān)鍵員工每天必須到場的雜貨店、醫(yī)院和學(xué)校。然而,很多專家警告說,絕大多數(shù)雇主還沒有為管理這種哀思做好準(zhǔn)備,?或隨之而來的壓力、焦慮、倦怠以及廣泛的生產(chǎn)力低下現(xiàn)象,這一現(xiàn)象已經(jīng)橫掃美國職場,而且將在未來多年成為美國勞動力揮之不去的陰影。

Grief.com的大衛(wèi)?克斯勒說:“一直以來,職場對于悲傷情緒并沒有很好的應(yīng)對措施。企業(yè)通常并未意識到這一點(diǎn),但它實(shí)際上會對財(cái)務(wù)造成巨大的打擊。雇員生產(chǎn)力會受到喪親的巨大影響,而現(xiàn)在喪親到處可見。”克斯勒與伊麗莎白?庫伯勒-羅斯合著了兩本書,并獨(dú)自撰寫了《尋找意義:悲傷情緒的六個(gè)階段》一書。

在疫情發(fā)生之前,據(jù)估計(jì),雇員的悲傷情緒每年給雇主帶來的生產(chǎn)力損失高達(dá)750億美元,而雇員倦怠每年會產(chǎn)生高達(dá)1900億美元的醫(yī)療成本。這些費(fèi)用在今年過后必然會激增,因?yàn)閾?jù)估計(jì),至少有180萬美國民眾已經(jīng)因新冠疫情失去了親人。美國民眾有超過半數(shù)的成年人因疫情期間的擔(dān)憂和壓力而出現(xiàn)了精神健康惡化現(xiàn)象,75%的雇員據(jù)稱自己出現(xiàn)了工作倦怠情緒,40%的人尤其提到了疫情期間的倦怠問題。

如今,悲傷情緒心理專家,精神健康專業(yè)人士、醫(yī)生和人力資源高管正嘗試幫助美國企業(yè)更好地去應(yīng)對其業(yè)務(wù)當(dāng)前面臨的最大風(fēng)險(xiǎn),而且這個(gè)風(fēng)險(xiǎn)并不同于最終能夠被疫苗控制的新冠疫情。他們警告說,今年的悲傷情緒和哀思的影響會在未來持續(xù)很長一段時(shí)間,而且對于雇主來說,他們賴以生存的全美勞動力都受到了創(chuàng)傷,因此有必要像應(yīng)對其他業(yè)務(wù)風(fēng)險(xiǎn)一樣直接應(yīng)對這一影響。

IBM旗下Red Hat執(zhí)行副總裁兼首席人員官德里薩?亞歷山大說:“創(chuàng)傷、悲傷情緒和喪親真的會影響生產(chǎn)力,以及人們專注的能力和韌勁。”

“悲上加悲”

今年的悲痛不僅廣泛,而且出現(xiàn)了不平衡的疊加。新冠疫情對黑人、拉美人士以及土著人的傷害最大,他們在疫情中的死亡比例異常之高。“關(guān)鍵工作”崗位的很多低薪雇員都來自于這些群體,他們在疫情工作期間都面臨著高風(fēng)險(xiǎn)環(huán)境。《華盛頓郵報(bào)》Ipsos調(diào)查稱,到6月底,三分之一的美國黑人都有所熟知的人死于新冠肺炎,而美國白人的比例不到十分之一。

與此同時(shí),在各種類型的工作和社會經(jīng)濟(jì)狀況水平中,有色人種員工,尤其是黑人雇員,受到了系統(tǒng)性種族主義持續(xù)癥狀的影響,同時(shí)也會因?yàn)榭粗渌谌艘蚱缫暥軅虮粴⒏械綐O度痛苦。

肯特州立大學(xué)心理學(xué)教授及該校非洲裔美國人焦慮癥研究項(xiàng)目主任安吉拉?尼爾?巴內(nèi)特說:“這真的很復(fù)雜,這是復(fù)合型悲痛。先是新冠疫情,你的同事可能會因此病故,然后是種族歧視這種公共健康危機(jī),而且總的來說,幾乎每天都有黑人雇員因此而喪生。我們知道在這個(gè)孤獨(dú)時(shí)期的悲上加悲會帶來創(chuàng)傷以及非常強(qiáng)烈的焦慮感。從黑人和棕色人種的角度來看,大家都在問的一個(gè)問題是:‘接下來會怎么樣?’”

專注于種族偏見對精神健康影響的心理學(xué)家、醫(yī)學(xué)博士杰西卡?伊索姆說:“悲傷這個(gè)話題在我病患中的普遍性比我想象的更高。” 伊索姆在馬薩諸塞州多徹斯特Codman Square醫(yī)療中心醫(yī)治一個(gè)幾乎都是黑人病患組成的群體。

她還表示:“今年充斥著無助和誤導(dǎo)信息,這一點(diǎn)讓人感到異常不安。一些人已經(jīng)習(xí)慣了這些事情,也有一些人在掙扎,還有些人是剛剛意識到這些事情。”

在疫情期間受精神健康影響最為嚴(yán)重的另一類員工是醫(yī)生、護(hù)士、護(hù)理人員、呼吸科專家,以及其他一直在一線照顧受新冠病毒感染患者、目睹其病人接連去世,并擔(dān)憂其個(gè)人安全的醫(yī)療工作者。對于諸多在西海岸工作的醫(yī)療工作者來說,這種壓力如今再次因近些年不斷發(fā)生的野火而進(jìn)一步加劇。

南加州醫(yī)學(xué)博士、醫(yī)師兼Permanente Medical Group執(zhí)行醫(yī)療主任愛德華?埃里森說:“我們有必要為一大波PTSD(創(chuàng)傷后精神緊張性精神障礙)做好準(zhǔn)備。它并非在離我們遠(yuǎn)去,而是需要我們在將來去應(yīng)對。” 埃里森還是Permanente Federation聯(lián)席首席執(zhí)行官。

作為醫(yī)療人員精神健康資源改善的長期倡導(dǎo)者,埃里森及其團(tuán)隊(duì)在數(shù)年前便已實(shí)施了多個(gè)此類計(jì)劃。在一些醫(yī)院,那些因任何壓力或焦慮而感到痛苦的醫(yī)生們可以向其經(jīng)過精神健康專業(yè)培訓(xùn)的員工尋求個(gè)人幫助。這些員工會穿著紫色或橙色的襯衣,來彰顯自己可接受咨詢。在新冠疫情爆發(fā)后,Kaiser Permanente醫(yī)院擴(kuò)充了其向雇員提供的跨學(xué)科心理支持團(tuán)隊(duì),同時(shí)還提供其他福利,例如針對突然收到遠(yuǎn)程學(xué)習(xí)任務(wù)的員工,提供靈活的工作時(shí)間和兒童照顧補(bǔ)助。

如今,埃里森對他幫助監(jiān)管的全國2.3萬多名醫(yī)師感到擔(dān)憂——59%的美國醫(yī)療工作人員據(jù)稱自疫情開始后都出現(xiàn)了精神健康下滑的問題,但他認(rèn)為,沒有人能夠從2020年迅速、輕易地恢復(fù)過來。他希望,疫情能夠讓其雇員花更多的時(shí)間來改善其工作人員的精神狀態(tài)。

他說:“在美國,總的來講,我們需要減少人們尋求幫助或在談?wù)撟约焊惺軙r(shí)所存在的羞恥感。”

一些大型雇主正在采取這方面的措施,并承認(rèn)其所有員工可能需要更多的幫助來消化部分喪親悲傷情緒,即便是那些在2020年依然健康、安全、在業(yè)的員工亦是如此。

Red Hat的亞歷山大稱:“我的兒子不會上高中念高三。他也不踢足球了,也不碰曲棍球了,而且目睹我最后一個(gè)孩子離開家給了我一種完全不同的感受。與他人相比,這種創(chuàng)傷并不在一個(gè)層面上。然而在某一天,令我感到非常難過的是,他無法感受到這些事情,而且我們這個(gè)家庭也無法感受到這些事情。”

她將這個(gè)看法融入了其Red Hat人力資源工作中,并幫助管理辦公場所員工的悲傷情緒,該公司在全球共有1.6萬名雇員。今年,亞歷山大為其人力資源部門的員工提供了悲傷情緒培訓(xùn)資源,并為經(jīng)理們提供了與悲傷情緒和喪親討論指引。她還推薦了創(chuàng)傷專家,對經(jīng)理和員工進(jìn)行宣講,“以幫助人們意識到,即便自身出現(xiàn)了這類問題也不用太擔(dān)心。”

在喬治?弗洛伊德去世之后,Red Hat還舉辦了多輪內(nèi)部對話,傾聽黑人雇員的反饋,然后就這些反饋以及公司為解決這些問題所采取的一些具體步驟,面向全體雇員進(jìn)行了發(fā)布。公司還決定確立季度精神健康日,所有的員工在此期間都會放假。

亞歷山大說:“當(dāng)所有人都在上班時(shí),壓力在某種程度上會加劇,因?yàn)橛腥藭浜蟆N覀儠灰曂剩⒉扇∫磺斜匾拇胧┳屪约鹤兊酶许g勁。”

這些舉措或多或少讓Red Hat能夠在大公司中脫穎而出。然而,這些大公司的領(lǐng)導(dǎo)者們長期以來在雇員的喪親方面做的并不是很好。

莫斯說:“這對于大型機(jī)構(gòu)來說真的很困難。那些做得非常好的公司都在充分地與員工交流,為經(jīng)理提供培訓(xùn)來開展上述對話,提供同伴支持以及悲傷情緒支持小組,同時(shí)聘請眾多外部機(jī)構(gòu)進(jìn)行幫助。”

她和其他專家以及高管還建議暫停績效目標(biāo),并增加大多數(shù)公司寥寥數(shù)日的喪親假(而且并不受到法律保護(hù),俄勒岡州除外)。他們還稱,那些希望能夠改善其員工悲傷情緒應(yīng)對舉措并控制損失生產(chǎn)力成本的雇主,必須提供耐心、長期的支持。

南伊利諾伊大學(xué)愛德華茲維爾分校應(yīng)用傳播研究主攻悲傷情緒的教授喬瑟琳?蒂格魯特稱:“悲傷并不是一種即開即關(guān)的情緒,而是像波濤一樣一波接著一波。死亡是永恒的,悲傷亦是如此。”

新常態(tài)

在Electric哀思詹姆士?斯特譜尼以及更多雇員在今春失去其摯愛之際,公司高管也表達(dá)了其對個(gè)人和對廣泛社會的哀思之情。在一個(gè)全體人員虛擬會議中宣布斯特譜尼死亡消息以及向其雇員提供更多悲傷情緒咨詢資源之后,Electric承諾以斯特譜尼的名義向IT培訓(xùn)獎學(xué)金每年捐贈1萬美元。公司還把季度雇員表彰早午餐會冠以斯特譜尼的名字,并“通過這些舉措讓詹姆士能夠長存于公司,讓人們記住他”,科克里說道。“我們有必要發(fā)自內(nèi)心地去尊重我們失去了一位摯友的事實(shí)。”

Electric還在今年剩余的幾個(gè)月中設(shè)立了覆蓋整個(gè)公司的月度精神健康日,將喪親假從5天增至20天,并允許喪親雇員在返工后采用靈活的工作日程。到目前為止,其他雇員已經(jīng)能夠重新分配那些休喪葬假員工的工作,然而,科克里說:“如果我們沒有這么大的覆蓋范圍,我們就得請臨時(shí)工。這也將成為我們作為一家企業(yè)需要承擔(dān)的投資。”

在這些政策中,其中很多都有著高昂的成本,但Electric似乎并未受到影響,反而不斷發(fā)展壯大。這家初創(chuàng)企業(yè)為包括Boxed和Resy在內(nèi)的多家公司提供遠(yuǎn)程IT支持服務(wù),但并未透露其財(cái)務(wù)信息。盡管如此,很多公司已經(jīng)在疫情期間進(jìn)行了裁員或強(qiáng)制休假,Electric自3月以來反而新聘請了30名美國雇員。科克里說,得益于隔離期間數(shù)字經(jīng)濟(jì)的崛起,公司今年在財(cái)務(wù)方面的表現(xiàn)異常不錯(cuò)。

然而,她和Electric的其他高管意識到,其員工在今年受到了巨大的傷害,而且由于這種悲傷會持續(xù)數(shù)年的時(shí)間,因此需要公司不斷的支持。

Electric IT服務(wù)臺高級經(jīng)理、斯特譜尼的指導(dǎo)者加布里埃爾?西拉說:“自詹姆士去世之后,我們還沒有回到辦公室,也沒有機(jī)會作為一個(gè)團(tuán)隊(duì)再次相聚。當(dāng)前的局面十分怪異,我們希望一切最終都能回歸常態(tài)。”

但他自己也知道,新冠疫情前的常態(tài)已不復(fù)存在。他說:“我曾在夢中回到了辦公室并遇見了詹姆士。對于這個(gè)團(tuán)隊(duì)來說,翻過這一頁需要一些時(shí)間。”(財(cái)富中文網(wǎng))

譯者:馮豐

審校:夏林

在新冠疫情今春于紐約全面爆發(fā)之前,Electric的雇員就已經(jīng)處于悲痛之中。

3月18日,這家科技初創(chuàng)公司關(guān)閉了其在曼哈頓市中心辦公室,并要求其145名員工開始在家辦公。數(shù)天之后,其中的一名員工不幸突然死亡。死因并非源于很快波及全體紐約市民的新冠病毒,而是意外的心臟問題。來自于布朗克斯的32歲高級客戶支持技師詹姆士?斯德普尼曾希望在紐約市健身房關(guān)閉之前最后一次健身。他在辦公室中總是帶著微笑,熱心,而且平易近人。他暈倒在了健身房,然后被緊急送往重癥監(jiān)護(hù)室,一天之后身亡。

Electric人事副總裁杰米?科克里在他去世數(shù)個(gè)月后說:“他是一個(gè)了不起的人。這是一個(gè)巨大的打擊。”然后她還說:“一想到這里我就十分難過。”

對于斯德普尼的同事和其工友來說,其身亡的消息是一個(gè)出人意料的巨大打擊,更令人感到難過的是,城市還有他們的日常生活和余生都被徹底打亂了。Electric的春季悲劇并沒有到此結(jié)束,公司另一名雇員的弟弟因新冠疫情而去世。與此同時(shí),喬治?弗洛伊德的死引燃了紐約街頭的各種抗議,以及全國范圍內(nèi)對警察殘忍行徑和系統(tǒng)性種族歧視的痛斥,尤其是對職場黑人雇員歧視的痛斥。

科克里說:“在經(jīng)歷這種事情之后,人們怎么可能在清晨醒來之后還能若無其事地去工作?沒法做到。”

然而,超過1.47億的美國雇員卻做到了,他們在今年一邊承受著巨大的悲痛一邊工作。我們不僅要哀悼到目前為止在美國因疫情死去的20萬民眾,以及隔離期間我們錯(cuò)過的臨終告別和葬禮。我們對弗洛伊德和布里奧納?泰勒以及所有因系統(tǒng)性種族歧視而受到傷害的人們表示哀思,而且悲嘆于這個(gè)已經(jīng)被美國黑人背負(fù)了如此長時(shí)間的痛楚。我們對因疫情而消失的數(shù)千萬個(gè)工作以及導(dǎo)致的經(jīng)濟(jì)壓力感到惋惜,我們還哀嘆于眾多“關(guān)鍵工作者”難以想象的抉擇——是維持生計(jì),還是拿自己的生命或其摯愛之人的生命做賭注。我們還哀悼于備受人們敬仰的公眾英雄的去世,其中包括魯斯?巴德?金斯伯格、約翰?路易斯和《黑豹》主演查德維克?博斯曼。我們對那些不是那么嚴(yán)重但依然十分重要的損失而感到遺憾,包括所有推遲的婚禮、取消的假日以及被打亂的兒童照看計(jì)劃以及混亂的學(xué)校日程,這些讓未來變得幾乎無法規(guī)劃。就像作者、職場咨詢師詹妮弗?莫斯說的那樣,我們在哀嘆“過去生活的消逝”。

我們會在辦公場所寄托我們的各種哀思——不管是在家遠(yuǎn)程辦公的人士從廚房餐桌和臥室辦公桌撥打Zoom電話會議、通過Slack聊天,還是在關(guān)鍵員工每天必須到場的雜貨店、醫(yī)院和學(xué)校。然而,很多專家警告說,絕大多數(shù)雇主還沒有為管理這種哀思做好準(zhǔn)備,?或隨之而來的壓力、焦慮、倦怠以及廣泛的生產(chǎn)力低下現(xiàn)象,這一現(xiàn)象已經(jīng)橫掃美國職場,而且將在未來多年成為美國勞動力揮之不去的陰影。

Grief.com的大衛(wèi)?克斯勒說:“一直以來,職場對于悲傷情緒并沒有很好的應(yīng)對措施。企業(yè)通常并未意識到這一點(diǎn),但它實(shí)際上會對財(cái)務(wù)造成巨大的打擊。雇員生產(chǎn)力會受到喪親的巨大影響,而現(xiàn)在喪親到處可見。”克斯勒與伊麗莎白?庫伯勒-羅斯合著了兩本書,并獨(dú)自撰寫了《尋找意義:悲傷情緒的六個(gè)階段》一書。

在疫情發(fā)生之前,據(jù)估計(jì),雇員的悲傷情緒每年給雇主帶來的生產(chǎn)力損失高達(dá)750億美元,而雇員倦怠每年會產(chǎn)生高達(dá)1900億美元的醫(yī)療成本。這些費(fèi)用在今年過后必然會激增,因?yàn)閾?jù)估計(jì),至少有180萬美國民眾已經(jīng)因新冠疫情失去了親人。美國民眾有超過半數(shù)的成年人因疫情期間的擔(dān)憂和壓力而出現(xiàn)了精神健康惡化現(xiàn)象,75%的雇員據(jù)稱自己出現(xiàn)了工作倦怠情緒,40%的人尤其提到了疫情期間的倦怠問題。

如今,悲傷情緒心理專家,精神健康專業(yè)人士、醫(yī)生和人力資源高管正嘗試幫助美國企業(yè)更好地去應(yīng)對其業(yè)務(wù)當(dāng)前面臨的最大風(fēng)險(xiǎn),而且這個(gè)風(fēng)險(xiǎn)并不同于最終能夠被疫苗控制的新冠疫情。他們警告說,今年的悲傷情緒和哀思的影響會在未來持續(xù)很長一段時(shí)間,而且對于雇主來說,他們賴以生存的全美勞動力都受到了創(chuàng)傷,因此有必要像應(yīng)對其他業(yè)務(wù)風(fēng)險(xiǎn)一樣直接應(yīng)對這一影響。

IBM旗下Red Hat執(zhí)行副總裁兼首席人員官德里薩?亞歷山大說:“創(chuàng)傷、悲傷情緒和喪親真的會影響生產(chǎn)力,以及人們專注的能力和韌勁。”

“悲上加悲”

今年的悲痛不僅廣泛,而且出現(xiàn)了不平衡的疊加。新冠疫情對黑人、拉美人士以及土著人的傷害最大,他們在疫情中的死亡比例異常之高。“關(guān)鍵工作”崗位的很多低薪雇員都來自于這些群體,他們在疫情工作期間都面臨著高風(fēng)險(xiǎn)環(huán)境。《華盛頓郵報(bào)》Ipsos調(diào)查稱,到6月底,三分之一的美國黑人都有所熟知的人死于新冠肺炎,而美國白人的比例不到十分之一。

與此同時(shí),在各種類型的工作和社會經(jīng)濟(jì)狀況水平中,有色人種員工,尤其是黑人雇員,受到了系統(tǒng)性種族主義持續(xù)癥狀的影響,同時(shí)也會因?yàn)榭粗渌谌艘蚱缫暥軅虮粴⒏械綐O度痛苦。

肯特州立大學(xué)心理學(xué)教授及該校非洲裔美國人焦慮癥研究項(xiàng)目主任安吉拉?尼爾?巴內(nèi)特說:“這真的很復(fù)雜,這是復(fù)合型悲痛。先是新冠疫情,你的同事可能會因此病故,然后是種族歧視這種公共健康危機(jī),而且總的來說,幾乎每天都有黑人雇員因此而喪生。我們知道在這個(gè)孤獨(dú)時(shí)期的悲上加悲會帶來創(chuàng)傷以及非常強(qiáng)烈的焦慮感。從黑人和棕色人種的角度來看,大家都在問的一個(gè)問題是:‘接下來會怎么樣?’”

專注于種族偏見對精神健康影響的心理學(xué)家、醫(yī)學(xué)博士杰西卡?伊索姆說:“悲傷這個(gè)話題在我病患中的普遍性比我想象的更高。” 伊索姆在馬薩諸塞州多徹斯特Codman Square醫(yī)療中心醫(yī)治一個(gè)幾乎都是黑人病患組成的群體。

她還表示:“今年充斥著無助和誤導(dǎo)信息,這一點(diǎn)讓人感到異常不安。一些人已經(jīng)習(xí)慣了這些事情,也有一些人在掙扎,還有些人是剛剛意識到這些事情。”

在疫情期間受精神健康影響最為嚴(yán)重的另一類員工是醫(yī)生、護(hù)士、護(hù)理人員、呼吸科專家,以及其他一直在一線照顧受新冠病毒感染患者、目睹其病人接連去世,并擔(dān)憂其個(gè)人安全的醫(yī)療工作者。對于諸多在西海岸工作的醫(yī)療工作者來說,這種壓力如今再次因近些年不斷發(fā)生的野火而進(jìn)一步加劇。

南加州醫(yī)學(xué)博士、醫(yī)師兼Permanente Medical Group執(zhí)行醫(yī)療主任愛德華?埃里森說:“我們有必要為一大波PTSD(創(chuàng)傷后精神緊張性精神障礙)做好準(zhǔn)備。它并非在離我們遠(yuǎn)去,而是需要我們在將來去應(yīng)對。” 埃里森還是Permanente Federation聯(lián)席首席執(zhí)行官。

作為醫(yī)療人員精神健康資源改善的長期倡導(dǎo)者,埃里森及其團(tuán)隊(duì)在數(shù)年前便已實(shí)施了多個(gè)此類計(jì)劃。在一些醫(yī)院,那些因任何壓力或焦慮而感到痛苦的醫(yī)生們可以向其經(jīng)過精神健康專業(yè)培訓(xùn)的員工尋求個(gè)人幫助。這些員工會穿著紫色或橙色的襯衣,來彰顯自己可接受咨詢。在新冠疫情爆發(fā)后,Kaiser Permanente醫(yī)院擴(kuò)充了其向雇員提供的跨學(xué)科心理支持團(tuán)隊(duì),同時(shí)還提供其他福利,例如針對突然收到遠(yuǎn)程學(xué)習(xí)任務(wù)的員工,提供靈活的工作時(shí)間和兒童照顧補(bǔ)助。

如今,埃里森對他幫助監(jiān)管的全國2.3萬多名醫(yī)師感到擔(dān)憂——59%的美國醫(yī)療工作人員據(jù)稱自疫情開始后都出現(xiàn)了精神健康下滑的問題,但他認(rèn)為,沒有人能夠從2020年迅速、輕易地恢復(fù)過來。他希望,疫情能夠讓其雇員花更多的時(shí)間來改善其工作人員的精神狀態(tài)。

他說:“在美國,總的來講,我們需要減少人們尋求幫助或在談?wù)撟约焊惺軙r(shí)所存在的羞恥感。”

一些大型雇主正在采取這方面的措施,并承認(rèn)其所有員工可能需要更多的幫助來消化部分喪親悲傷情緒,即便是那些在2020年依然健康、安全、在業(yè)的員工亦是如此。

Red Hat的亞歷山大稱:“我的兒子不會上高中念高三。他也不踢足球了,也不碰曲棍球了,而且目睹我最后一個(gè)孩子離開家給了我一種完全不同的感受。與他人相比,這種創(chuàng)傷并不在一個(gè)層面上。然而在某一天,令我感到非常難過的是,他無法感受到這些事情,而且我們這個(gè)家庭也無法感受到這些事情。”

她將這個(gè)看法融入了其Red Hat人力資源工作中,并幫助管理辦公場所員工的悲傷情緒,該公司在全球共有1.6萬名雇員。今年,亞歷山大為其人力資源部門的員工提供了悲傷情緒培訓(xùn)資源,并為經(jīng)理們提供了與悲傷情緒和喪親討論指引。她還推薦了創(chuàng)傷專家,對經(jīng)理和員工進(jìn)行宣講,“以幫助人們意識到,即便自身出現(xiàn)了這類問題也不用太擔(dān)心。”

在喬治?弗洛伊德去世之后,Red Hat還舉辦了多輪內(nèi)部對話,傾聽黑人雇員的反饋,然后就這些反饋以及公司為解決這些問題所采取的一些具體步驟,面向全體雇員進(jìn)行了發(fā)布。公司還決定確立季度精神健康日,所有的員工在此期間都會放假。

亞歷山大說:“當(dāng)所有人都在上班時(shí),壓力在某種程度上會加劇,因?yàn)橛腥藭浜蟆N覀儠灰曂剩⒉扇∫磺斜匾拇胧┳屪约鹤兊酶许g勁。”

這些舉措或多或少讓Red Hat能夠在大公司中脫穎而出。然而,這些大公司的領(lǐng)導(dǎo)者們長期以來在雇員的喪親方面做的并不是很好。

莫斯說:“這對于大型機(jī)構(gòu)來說真的很困難。那些做得非常好的公司都在充分地與員工交流,為經(jīng)理提供培訓(xùn)來開展上述對話,提供同伴支持以及悲傷情緒支持小組,同時(shí)聘請眾多外部機(jī)構(gòu)進(jìn)行幫助。”

她和其他專家以及高管還建議暫停績效目標(biāo),并增加大多數(shù)公司寥寥數(shù)日的喪親假(而且并不受到法律保護(hù),俄勒岡州除外)。他們還稱,那些希望能夠改善其員工悲傷情緒應(yīng)對舉措并控制損失生產(chǎn)力成本的雇主,必須提供耐心、長期的支持。

南伊利諾伊大學(xué)愛德華茲維爾分校應(yīng)用傳播研究主攻悲傷情緒的教授喬瑟琳?蒂格魯特稱:“悲傷并不是一種即開即關(guān)的情緒,而是像波濤一樣一波接著一波。死亡是永恒的,悲傷亦是如此。”

新常態(tài)

在Electric哀思詹姆士?斯特譜尼以及更多雇員在今春失去其摯愛之際,公司高管也表達(dá)了其對個(gè)人和對廣泛社會的哀思之情。在一個(gè)全體人員虛擬會議中宣布斯特譜尼死亡消息以及向其雇員提供更多悲傷情緒咨詢資源之后,Electric承諾以斯特譜尼的名義向IT培訓(xùn)獎學(xué)金每年捐贈1萬美元。公司還把季度雇員表彰早午餐會冠以斯特譜尼的名字,并“通過這些舉措讓詹姆士能夠長存于公司,讓人們記住他”,科克里說道。“我們有必要發(fā)自內(nèi)心地去尊重我們失去了一位摯友的事實(shí)。”

Electric還在今年剩余的幾個(gè)月中設(shè)立了覆蓋整個(gè)公司的月度精神健康日,將喪親假從5天增至20天,并允許喪親雇員在返工后采用靈活的工作日程。到目前為止,其他雇員已經(jīng)能夠重新分配那些休喪葬假員工的工作,然而,科克里說:“如果我們沒有這么大的覆蓋范圍,我們就得請臨時(shí)工。這也將成為我們作為一家企業(yè)需要承擔(dān)的投資。”

在這些政策中,其中很多都有著高昂的成本,但Electric似乎并未受到影響,反而不斷發(fā)展壯大。這家初創(chuàng)企業(yè)為包括Boxed和Resy在內(nèi)的多家公司提供遠(yuǎn)程IT支持服務(wù),但并未透露其財(cái)務(wù)信息。盡管如此,很多公司已經(jīng)在疫情期間進(jìn)行了裁員或強(qiáng)制休假,Electric自3月以來反而新聘請了30名美國雇員。科克里說,得益于隔離期間數(shù)字經(jīng)濟(jì)的崛起,公司今年在財(cái)務(wù)方面的表現(xiàn)異常不錯(cuò)。

然而,她和Electric的其他高管意識到,其員工在今年受到了巨大的傷害,而且由于這種悲傷會持續(xù)數(shù)年的時(shí)間,因此需要公司不斷的支持。

Electric IT服務(wù)臺高級經(jīng)理、斯特譜尼的指導(dǎo)者加布里埃爾?西拉說:“自詹姆士去世之后,我們還沒有回到辦公室,也沒有機(jī)會作為一個(gè)團(tuán)隊(duì)再次相聚。當(dāng)前的局面十分怪異,我們希望一切最終都能回歸常態(tài)。”

但他自己也知道,新冠疫情前的常態(tài)已不復(fù)存在。他說:“我曾在夢中回到了辦公室并遇見了詹姆士。對于這個(gè)團(tuán)隊(duì)來說,翻過這一頁需要一些時(shí)間。”(財(cái)富中文網(wǎng))

譯者:馮豐

審校:夏林

By the time the pandemic fully swept over New York City this spring, Electric's employees were already in mourning.

On March 18, days after the tech startup closed its downtown Manhattan offices and asked its 145 workers to start doing their jobs from home, one of their number died suddenly and tragically—not from the coronavirus that was swiftly becoming real to New Yorkers, but from an unexpected heart problem. James Stepney, a 32-year-old senior customer-support technician from the Bronx, with a kind smile and an easygoing warmth around the office, had wanted to get in one last workout before New York’s gyms closed. He collapsed at the gym and was rushed to the ICU, where he died a little over a day later.

“He was an incredible person. It was a huge hit,” Jamie Coakley, Electric’s vice president of people, says months after his death. Then her voice catches: “I’m going to get emotional here.”

For Stepney’s colleagues and work friends, the news of his death was an unexpected gut-punch—all the more devastating for coming as their city, their routines, and the rest of their lives were upended. Nor was it the last of the spring’s tragedies for Electric, where another employee soon lost her brother to COVID-19. Meanwhile, the death of George Floyd set off protests through New York streets and national waves of pain over police brutality and systemic racism, especially for the company’s Black employees.

“How do you wake up in the morning and pretend you can come to work after experiencing something like that?” says Coakley. “You can’t.”

And yet more than 147 million U.S. employees are doing so, coming to work under a crushing burden of grief this year. We’re mourning the 200,000 people who have now died in the United States from COVID-19, and the deathbeds and funerals we’ve missed during quarantine. We’re mourning Floyd and Breonna Taylor and all those hurt by systemic racism, in a grief that has been long carried by Black Americans. We’re mourning tens of millions of lost jobs and the financial stresses that the pandemic has created—along with the unthinkable choices for many “essential workers” about whether keeping their livelihood is worth risking their lives or the lives of their loved ones. We’re mourning the deaths of beloved public heroes, including Ruth Bader Ginsburg and John Lewis and Black Pantherstar Chadwick Boseman. We’re mourning less fatal but still meaningful losses, too—all the postponed weddings and canceled vacations and upended childcare plans and chaotic school schedules that have made the future nearly impossible to plan. As author and workplace consultant Jennifer Moss puts it, we're mourning "the death of our previous lives."

And we are doing all of this mourning at the office—whether in the Zoom calls and Slack chats conducted from the kitchen tables and bedroom desks of those who can work from home, or in the grocery stores and hospitals and schools where essential workers are expected to be physically present every day. Yet most employers aren’t prepared to manage any of this grief, many experts warn—or the corresponding stress, anxiety, burnout, and widespread lack of productivity that is already sweeping across corporate America, and that will overshadow the workforce for years to come.

“Grief is not anything we’ve ever tackled well in the workplace. Businesses don’t usually recognize it, but it actually has a huge financial impact,” says David Kessler of Grief.com, who coauthored two books with Elisabeth Kübler-Ross and wrote Finding Meaning: The Sixth Stage of Grief. “Employee productivity is so impacted by loss, and loss is everywhere right now.”

Long before the pandemic, grief was estimated to cost employers up to $75 billion every year in lost productivity, while employee burnout caused up to $190 billion in health care costs every year. Those expenses are certain to skyrocket after this year, in which at least 1.8 million Americans are estimated to have already lost a relative to COVID-19. More than half of adults in the United States have seen their mental health worsen due to worry and stress during the pandemic, and 75% of employees are reporting burnout at work, with 40% reporting burnout specifically during the pandemic.

Now grief experts, mental-health professionals, physicians, and human resources executives are trying to get corporate America better prepared to handle the biggest risk in business right now—one that, unlike COVID-19, can’t eventually be contained by a vaccine. The effects of this year’s grief and mourning will linger far into the future, they warn—and for employers who are relying on a nationally traumatized workforce, this fallout needs to be addressed as directly as any other business risk.

“Trauma and grief and loss really impact productivity, and people’s ability to concentrate and to be resilient,” says DeLisa Alexander, an executive vice president and chief people officer for IBM’s Red Hat. “This is not life as usual—this is life in a crisis.”

“Grief upon grief upon grief”

This year’s grief, though widespread, has accumulated unevenly. COVID-19 has taken the biggest toll on Black, Latinx, and Indigenous people, who have disproportionately died in the pandemic. These communities also make up many of the “essential” and often low-wage workers who have faced hazardous conditions on the job during the pandemic. By late June, one in three Black Americans knew someone who had died from COVID-19, compared to less than one in 10 white Americans, according to a Washington Post–Ipsos poll.

At the same time, across all types of jobs and levels of socioeconomic status, workers of color and especially Black employees have been affected by the ongoing symptoms of systemic racism—and the mental anguish of watching other Black people hurt and killed by it.

“It’s really complex, compound grief. It’s COVID, where you might be losing coworkers, and then racism as a public health crisis, where collectively your Black employees are losing people on almost a daily basis,” says Angela Neal-Barnett, a professor of psychology at Kent State University and the director of its Program for Research on Anxiety Disorders among African-Americans. “We know that grief upon grief upon grief, in this time of isolation, brings about trauma and very, very high anxiety. And from a Black and brown perspective, the question that everyone is asking is, ‘What next?’”

For Jessica Isom, MD, a psychiatrist who focuses on the impact of racial bias in mental health and who works with a mostly Black patient population at Codman Square Health Center in Dorchester, Mass., “Grief as a conversation is more common than I think it should be among my patients.

“It’s been such a year of powerlessness and misinformation, which is so destabilizing,” she adds. “There are some people who are used to those things and are still struggling—and then there are those for whom it’s very novel.”

Another group of workers that has been disproportionately affected by the pandemic’s mental-health burden are the physicians, nurses, paramedics, respiratory therapists, and other health care workers who have been on the front lines of caring for those infected from COVID-19—and who have seen their patients die in droves, while also worrying about their personal safety. For many health care workers on the West Coast, that stress is now compounded, again, by the wildfires that have become a recurring disaster in recent years.

“We need to be prepared for a wave of PTSD,” says Edward M. Ellison, MD, a physician and executive medical director of the Southern California Permanente Medical Group as well as co-CEO of the Permanente Federation. “This is not in the rearview mirror. We’re going to be dealing with this for time to come.”

A longtime advocate for better mental wellness resources for health care workers, Ellison and his team years ago implemented several such programs. In some hospitals, doctors struggling with any sort of stress or anxiety can seek support in person from staff who are specially trained in mental wellness, who wear purple or orange shirts to signal that they are available for counseling. In the wake of COVID, Kaiser Permanente hospitals increased the multidisciplinary psychological support teams available to employees—while also providing other benefits, like flexible hours and childcare credit to employees suddenly faced with remote learning responsibilities.

Today Ellison is immediately concerned about the more than 23,000 physicians he helps oversee nationally—and the 59% of U.S. health care workers who report a decline in mental health since the pandemic's onset—but he cautions that no one will be recovering from 2020 quickly or easily. He hopes that the pandemic will persuade other employers to spend more time prioritizing their workers’ mental wellness.

“In this country in general, we need to reduce the stigma about seeking help or talking about your feelings,” he says.

Some large employers are taking steps to do just that—and to acknowledge that all of their workers may need more help processing some sort of loss, even those who have remained healthy and safe and employed throughout 2020.

“My son's not going to high school for senior year. He’s not playing football, he’s not playing lacrosse, and it’s a very different experience of seeing my last kid out of the house,” says Red Hat’s Alexander. “It’s not the same level of trauma as someone else. But some days, it just makes me really sad that he can't experience these things and that, as a family, we can't experience these things.”

She’s bringing that perspective to her role overseeing HR for Red Hat’s 16,000 global employees—and helping them manage their grief at the office. This year, Alexander provided grief training resources for her human resources staff as well as discussion guides related to grief and loss for managers. She also brought in a trauma expert to speak to managers and workers, “to help people understand that it’s okay not to be okay.”

In the wake of George Floyd’s killing, Red Hat also held a series of internal conversations to listen to the feedback of its Black employees, then to communicate that feedback, and some of the concrete steps Red Hat is taking to address it, to all employees. The company is also instituting quarterly mental-health days—when all employees are off at the same time.

“When everyone else is not off, it just creates more stress in some cases, because you’re behind,” Alexander says. “We’re all taking a collective breath, and doing whatever it is we need to do to make ourselves more resilient.”

These steps make Red Hat relatively rare among big companies, where leaders have long struggled to respond well to employee bereavement.

“It’s really difficult for a large organization,” says Moss. “The ones that are doing really good work are overcommunicating, creating training for managers to have these conversations, providing peer support and grief support groups, and enlisting a lot of external agencies to help.”

She and other experts and executives also recommend suspending performance targets and expanding bereavement leave beyond the scant few days offered by most employers (and not guaranteed by law, outside of Oregon). They also cautioned that employers who want to improve their response to employee grief—and contain the costs of lost productivity—will have to commit to patient and long-term support.

“Grief is not a start-and-stop situation. It comes in waves,” says Jocelyn DeGroot, who studies grief as a professor of applied communication studies at Southern Illinois University Edwardsville. “Death is forever, and your grief is forever.”

The new normal

As Electric mourned James Stepney and more of its employees lost loved ones this spring, its senior executives grieved both personally and widely. After announcing Stepney's death in an all-hands virtual meeting and increasing the grief-counseling resources it offered employees, Electric committed to donating $10,000 annually to an IT training scholarship in his name. The company is also renaming its quarterly employee-recognition brunch in his honor and “building in those monuments that will allow us to create long-lasting space for James in the company, and preserve his memory,” Coakley says. “We need to really honor the fact that we lost a friend.”

Electric also instituted monthly all-company mental-health days for the rest of the year, expanded its bereavement leave from five to 20 days, and started allowing bereaved employees to have flexible work schedules after they return to the job. So far, other employees have been able to redistribute the work from those taking time off to grieve, but “if we didn’t have that coverage, we would have hired a temp,” says Coakley. “That would just be an investment that we would take on as a business.”

Many of these policies are expensive—but Electric seems to be thriving regardless. The startup, which provides remote IT support services to companies including Boxed and Resy, doesn’t disclose financial information. But while many companies have laid off or furloughed workers during the pandemic, Electric has actually hired more than 30 new U.S. employees since March. Coakley says that thanks to the booming digital economy under quarantine, the company has had “an excellent year,” financially.

Still, she and the rest of Electric’s executives realize that this year has fundamentally hurt its workers—and that they will need support to continue grieving for years to come.

“We have not been back to the office, and we haven’t had the chance to be together as a group since James died,” says Gabriel Sierra, a senior IT service desk manager at Electric and Stepney’s supervisor. “We’re in a weird situation, where you hope that things will go back to normal eventually.”

But as he knows, the pre-COVID normal no longer exists. “I’ve had dreams about being back in the office and seeing James,” he says. “It’s going to take some time for the team to have closure.”

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