The do's and don'ts of working from home during COVID-19
New research shows the 'double-edged sword' impact of technology on mental health and how we can minimise the adverse effects.
New research shows the 'double-edged sword' impact of technology on mental health and how we can minimise the adverse effects.
Kate Bettes
UNSW Business School
+61407701034
k.bettes@unsw.edu.au
As many employees continue to work from home during COVID-19, the boundaries between work and home have become increasingly blurred, and the link between technology and mental health becomes harder to ignore.
When technology is thoughtfully designed and used to consider the impact on how people do their work, then it can help alleviate some of the pressures of work.
However, the constant use of technology can also lead to increased employee overload, exhaustion, stress and burnout.
As such, technological advances in the workplace can sometimes be a double-edged sword, says Leona Tan, Research Officer in the Workplace Mental Health Research Program at the Black Dog Institute.
"Automation of processes like data entry can alleviate workloads, but increased screen time and sedentary behaviour due to prolonged technology use can lead to poorer physical and mental health outcomes, including increased symptoms of depression and anxiety," says Ms Tan.
This is the result of two significant technology-driven changes in the workplace: on how we work, and where and when we work, says Dr Markus Groth, Professor of Organisational Behaviour in the School of Management at UNSW Business School.
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Ms Tan and Prof. Groth are two co-authors of the peer-reviewed paper, A review and agenda for examining how technology-driven changes at work will impact workplace mental health and employee well-being, published in the Australian Journal of Management.
The research explores existing studies of how accelerated technology-driven changes at work impact workplace mental health and employee wellbeing.
The paper finds rapid technological changes can lead to higher levels of work strain and distress through increased work pace, multitasking and interruptions. Photo: Shutterstock
The research identifies proven intervention strategies managers can put in place for employees working remotely, as well as the steps employees can take themselves to utilise technology and work more effectively.
These steps can take place at three levels: at an individual level, team level or organisation level. Ideally, organisations want to use a mix of these approaches, says Prof. Groth.
At an individual level, managers can look to provide employees with resilience training, specific coaching, training in new technology, participative decision making, as well as specific training for managers and leaders, explains Prof. Groth.
Managers who also receive training have been found to increase their confidence in initiating mental health conversations with staff, as well as improved responsive and preventive behaviours that can support the mental health needs of their direct employees, says Ms Tan.
Maintaining quality interpersonal relationships during the COVID-19 pandemic is crucial to employee mental health.
"Keeping in regular contact with employees and regular team catch-ups are a great way to maintain a sense of connection during this time, particularly when many employees are working remotely from different locations," says Ms Tan.
Managers and leaders should also keep an eye out for any changes in behaviour, not just in terms of productivity, but also in terms of demeanour and overall sense of engagement.
"If there is a sense that someone needs support, setting up regular one-on-one informal catch-ups can help to let them know that support is available to them," explains Ms Tan.
But managers and leaders also need to check in with their own mental health needs, and this is where sharing experiences with the broader team can be very beneficial.
"Acknowledging difficulties can help staff feel more comfortable about approaching managers and leaders for support if they are leading by example," continues Ms Tan.
It is also essential to schedule in time for social connections and interactions that would typically happen in-person, such as coffee catch-ups or team gatherings, online or in-person if possible.
"Online peer support groups, mentoring, or even more social interactions such as games, trivia, quizzes can encourage interpersonal interactions and help create social connections, especially for those currently feeling isolated due to restrictions," she says.
"If there is a sense that someone needs support, setting up regular one-on-one informal catch-ups can help to let them know support is available": Leona Tan, Research Officer, Black Dog Institute. Photo: Shutterstock
The researchers suggest four practical steps business leaders can take to ensure technology supports employees:
For those seeking to work better individually, the researchers suggest five proven strategies to ensure employees don't deplete personal resources and resilience:
The authors call for more high-quality research to be able to determine the best use of technology within the workplace and its impact on employee mental health in the future.
"More close collaborations between researchers, mental health professionals, user experience specialists, industry and government bodies are required to gain a better understanding of the true impacts of technology through multiple perspectives, as well as how technology can be developed and used to mitigate any potential risks to mental health."
To design workplaces that promote significant working and support employee mental health and wellbeing, Prof Groth says an evidence-based approach is required to examine the impact of technology on work.
"We need a more interdisciplinary approach where we look at all the evidence: what are the psychological pros and cons and how can we make those work effectively?"
See also: What is the real impact of COVID-19 on our mental health?
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