The 'Grief Tax' report by Empathy reveals that grief significantly affects employees' productivity and mental health, with 90% experiencing anxiety and 79% considering quitting their jobs. The report emphasizes the need for cultural change and better workplace support, particularly for Millennials and Gen X, who bear the brunt of these challenges. Ron Gura advocates for open conversations to improve support systems.
Neurodivergent employees benefit more from direct feedback that doesn't rely on arbitrary norms, writes Kristin Hendrix, who was diagnosed with autism and ADHD late in her career. "For example, instead of seeing directness as a threat or attack, celebrating clear language and inviting others to express themselves more openly could benefit the entire team," Hendrix writes.
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Patients taking GLP-1 drugs and their clinicians face difficult decisions as compounded versions of the drugs become unavailable and transition to maintenance therapy remains unclear for those who reach their weight goals. Cost may prevent many patients from switching to brand GLP-1s for weight loss, causing them to turn to lifestyle and behavioral options. Patients looking to transition to maintenance therapy, however, may be able to reduce their dosage or switch to older non-GLP-1 drugs that could help them maintain their weight loss.
Skin health is often overlooked in preventive care and workplace benefits, despite being the body's largest organ. "There has to be a better model to incentivize people to get a skin cancer check and ultimately save their lives," said Michael Jafar, founder of a skin health benefit platform. Under such plans, staff members can get coverage for skin cancer screenings, anti-aging therapies and other services.
HR's role at Iris Telehealth is shifting from one that is transactional to one that is strategic, data-driven and focused on employee wellbeing, says Sarah Fyfe, chief people officer at the organization. The company addresses rising health care costs with diverse plan options, aiming to enhance worker engagement and organizational effectiveness.
Grief is a powerful force, affecting every area of a person’s life, including work. Its impact on an employee’s job performance can last up to 18 months, according to our top story today.
My dear friend Chloe* just lost her husband James* to cancer. It was swift. He was diagnosed in late December and passed in February.
The brutal reality of life is that it continues marching on, even as we go through crushing circumstances. Chloe’s life kicked into high gear right after the diagnosis. Her days became a whirlwind of doctor appointments, insurance calls, meetings with counselors (financial, grief and end-of-life), nurse visits, and conversations with family members. Plus, she and James had to process their own emotions and grief. It was an enormous load.
And then there was work. Chloe’s colleagues all jumped in to help. Everyone, including her managers, pitched in to redistribute her workload so she could focus on James. She was able to take several weeks off, before and after his passing, with the full approval of her managers. "Just be with James," they told her. "Your job is fine. It’s not going anywhere."
Chloe is back at work now, with a reduced schedule and assignment load. She and her manager keep an open line of communication, with weekly check-ins. Most planning is for the short term. They’re not doing any firm long-term plans for travel or new assignments. Chloe is driving all decisions.
Supporting employees through loss and grief is tough. How do you do it? What do you do in circumstances where your bereavement policies fall short of what your workers need? Do you train managers on how to handle these situations? Do you offer hardship financial support? Let me know.
Do you enjoy this brief? Share it with others. Want different stories? Something about it bug you? Tell me. In the words of Frasier Crane, “I’m listening.”
* Names changed to preserve privacy.
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