Ways to support employee mental health in a time of conflict

Significant global events, including conflicts and natural disasters, can have a significant impact on the workforce. Reminding them of the benefits support available is key

When any significant global crisis takes place, organisations grapple with how to address the issue. When the crisis encompasses not only politics and religion, but also deep rooted beliefs and values, businesses can find it impossible to respond.

Not saying anything can sometimes feel like the safest response, but silence itself brings with it immense risk to the internal harmony and core values of a business. Making a statement, however well-intentioned, will almost invariably fail to comfort or satisfy everyone.

The ongoing conflict is not restricted to this region of the Middle East but has far wider global impact. Companies may have employees living in the region, those worried for the safety of loved ones in the area, or those are fearful about how the violence might escalate beyond the current borders.

Remember, too, that these events may be triggering for other individuals, whether those who have witnessed conflict, those who have suffered persecution, or those for whom the death and destruction has dredged up other traumatic memories.

Furthermore, the constant access via news agencies and social media to reports of death and destruction, and even the extremely divisive nature of the conflict itself, can cause additional stress, pressure and tension.

Show compassion

With so many of our waking hours spent at work, it is natural for these emotions to affect our work lives, making it harder for employees to stay focused and productive. As an organisation, at times of conflict and unrest, it is evermore essential to be available, attentive and to show compassion, supporting your employees during these turbulent times. As an employer, it is vital to recognise the significant impact of these atrocities on your employees and proactively support them to navigate the challenge together.

While employers will need to be mindful of their own specific circumstances, especially for those who have employees in the region, they should consider the following suggestions to help you support your workforce in the most sensitive way possible.

Always make sure your workforce knows you care about people first rather than business first.
Remind the workforce of the company’s core values and remind managers and leaders to be guided by those values.
Be willing to adapt. Reallocate projects, postpone deadlines, reorganise internally when necessary to support teams and individual employees.
Communicate the support and benefits available and openly recognise the difficulties. Be emotionally intelligent. Saying nothing is worse than just checking to see how someone feels.
Create a safe space for those impacted to share their concerns, fears, or experiences. Consider offering a therapist, counsellor or other support person to speak with employees having difficulty coping, even if just as a temporary measure.
Offer an opportunity for employees to speak up about what they need or request support anonymously, as some may be private about their feelings or needs. Be ready to offer that support.
Consider facilitating optional low-key workforce social engagements to encourage communication, bonding, and camaraderie among employees during stressful time periods.
Allow flexible working arrangements (moving lunch breaks to call relatives, travelling home in daylight or with lift shares, emergency time off to deal with a family crisis, working from home if fearful for family safety) or calls with family during working hours.
Provide articles, webinars where appropriate, and other support helping employees speak to their children about difficult or frightening topics (infectious disease outbreaks, war and violent conflict, mass casualty events, etc).
Remind employees of resources available to them (benefits, open talk spaces, complaints procedures regarding anti-discrimination, mental health or counselling, employee assitance programmes, targeted support, financial support).
Consider donating to a humanitarian charitable organisation and asking for employee suggestions or a company matching pledge.
Separate out personal feelings, opinions or beliefs and ensure these do not affect how you support employees. Avoid offering views or analysis.
Be aware of limits and boundaries – you cannot have all the answers or be the sole source of guidance or support for your teams. Be clear what you are here for and what you are not.