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The BBC looks at the mental health challenges in the workplace and the stigma around it. The pandemic has created its own set of new challenges. Getting more people to talk about wellness struggles is  a critical part of these challenges. 

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Women were one of the hardest hit groups during the pandemic. Not only were they forced to leave work but also had to shoulder more childcare responsibilities. About 30% of women who changed jobs during the pandemic got new jobs that paid 30% higher with salary and bonus, according to the Conference Board. In 2022 women are coming back to the workplace with better wage gains to makeup for the momentum lost during the worst part of the pandemic period.

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WSJ talks to Adam Grant, Prof. of Organizational Psychology at Wharton School of Business, on the importance of experimenting with different ideas. For every decision A and implementing it one forgets that there were other decisions that could have been made B, C, D or E, and each one offered new ways to experiment and try out new ideas. Grant is author of the book-" Think Again - The Power of Knowing What You Don't Know." Here he talks about how some CEO's used the pandemic (a problem) as an opportunity to experiment with new ideas on work to create productive happier workplaces. Others were too afraid to experiment. Grant says research data shows people are more likely to stay in a hybrid structure, because it gives them flexibility. From the productive workplace perspective this means people have to develop new skills and new muscle in a kind of experiment. This is what he says many CEO's are fearful to try out, now that they are reverting to the old workplace in the office-to what they know.  His biggest fear is that the experimentation that covid brought to us will stop. He sees four days of focused work a week or six hours of concentration in work a day, as way better than 8 hours of distracted work or five unmotivated days. Not just personal bonds are necessary says Grant, clear roles and goals are needed. And people need to be excited about what they are doing, which is possible he has found when they know the work has meaning for people who they are serving. ...

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Americans have changed their habits after pandemic and now try to leave office at 5.01 pm to go home, giving room for exercise, cooking dinner, children, and other activity at home. There is a pushback to avoid staying till later in the evening for after hours activities at the workplace.

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Some clues to why president Biden is not getting the credit for work done to better people's lives is the workplace. Workplace dissatisfaction measured in the Gallup 2023 Workplace Report shows the number of workers stressed, disengaged, or angry, is rising. A BambooHR analysis of data from 57000 workers shows job satisfaction scores have dropped to the lowest level since 2020, dropping 10% in 2023. Some of the causes- the unsettled state of the workday, being micromaanaged back to the office, even as they realize the isolating nature of remote work or hybrid work, inflation erasing any gains in wages, and a cooling job market leaving some stuck in same roles. New workers were hired in 2022-2023 and many have still to find fulfilling roles. Employers focused on hiring and less time was spent on situating new employees well. This is happening even as workers have more control where they work. Other causes are a backlash to employers efforts to get all employees back to the office. Another issue nearly a thrid of workers do not work in the same place as their bosses at large companies, up from 23% in 2020, accroding to an ADP survey. This means workers have long distance relationships with bosses and co-workers, weakening ties. In 2023 it is a very different workplace than before the pandemic. It may also offer some clues to why workers are skeptical about the work done by the Biden administration looking at their own lives after the pandemic even though major efforts are being made by president Biden in cost of living, in wages, support for labor and unions, and in rebuilding infrastructure and public services. ...

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During the latter period of the pandemic midsized companies encouraged workers to take minivacations to avoid burnout from excessive hours of work in the pandemic environment. These companies found that happier workers were more productive workers. In 2024 workers are continuing to protect their mental health following the pandemic by adding mini vacations using the opportunities to work remotely. Workers are doing this across the workplace for all ages because this saves their official vacation days and because vacation days are scarce. Only 15 days after working 5 years and 18 days after working 10 years, these vacation days are precious for mental health and for medical situations in the family, and for essential time off work to rejuvenate.

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Getting savy employers to pay attention and getting employees to have a better sense of who they are, provides the topic of this article in the WSJ. It shows that different types of employee behaviour can be seen after two years of the pandemic, and employers need to pay attention to their needs.  There are ambitious employees and work to live types. Work to live advocates have put lifestyle and health as priorities learning from the pandemic. The great resignation and employers facing worker shortages have given them an opportunity to look for more flexibility in work life situations. Related to work to live type are double duty professionals of which women form the larger part. During the pandemic women took on more responsibilities for children with lockdowns and school closures. This also meant a more stressful life. All of these types of employees are now in the workplace. Employers can get better results by paying careful attention to worker needs. The types are not exclusive as double duty professionals also have the drive and the resilience to match ambitious employees in tackling new positions and responsibilities. The double duty professionals also share the aspirations of work to live advocates for a better work life balance that gives rest and relaxation, home and family, the importance it deserves for a full and complete life. There is one more type which is also part of the workplace that is entirely different. It is the disoriented new employee who has been left alone to find out about new responsibilities at work virtually without the necessary human contact. Related to this type is the desperate to connect type which is the type that has lived in relative isolation during the pandemic and is now hungering for human contact. There is also one more type closer to retirement that is the zest for life type that can be very productive in the workplace because of its experience and talent if given the chance. This type is not just there for the paycheck or career progress. Here the zest for life means the desire to connect with others and learn new things. Companies and management can accomplish more and be more responsive to needs of their employees by understanding these types and their different needs. Dorie Clark ,who teaches executive education at Duke and Columbia University ,says this is important for companies to retain talented employees and get the most out of them by understanding early on what motivates them. ...

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Li Yuan looks at the poor job prospects in China for young people over the age of 35 years whose work can be done by new university graduates at lower pay. Jobs in government are given before a person reaches 35 years. Employees laid off during the pandemic have difficulty finding work. This affects marraige prospects and starting a family, or buying a home. There is also hidden discrimination for job seekers over age 35. For women there are questions from employers about if and when they will have children.

Hidden discrimination takes place in the workplace in France where the protests against raising the pension age are fueled in addition to other reasons about its timing after the pandemic and inflation, by people over 40 years who cannot find jobs, with the burden falling harder on women. 

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What will the workplace of the future look like? What has happened during the pandemic that will change the way we look at work and life? These questions are answered in this WSJ report. There will be a greater mix of people of all ages, it says, as people live and work longer. Companies competing for workers will offer travel, sabbaticals, parental care, and flexibility for remote work around the world depending on an employee's needs and preferences. Some software firms already offer 60 days of remote work overseas, as travel is seen as broadening and good for mental health. Meditation, mindfulness, mental health assistance are seen as part of services companies will give employees.

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A survey of 10,000 knowledge workers by Future Forum cited in WSJ shows 78% of workers care about and want location flexibility. And 95% of workers want flexible hours. This survey also found that 72% of workers in knowledge industries who are not happy with their level of flexibility are likely to seek out new opportunities in the next year. 

This happens as employers are finding it hard to get workers. The new hybrid arrangements during the pandemic have created a new workplace culture with hybrid arrangements, flexible work, going into the office only some of the time. More than two thirds of employees say they the hybrid setup was their preferred way of working.

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Problems for women and for childcare in Germany after the Merkel administration's failure to invest in child care. This DW.com report looks at this problem. Mothers have to send their children to grandparents or pay for expensive private day cares and nannies if they are able to do this. If they are not able to do this the mother usually reduces her work hours or delays returning to her job entirely. A German Youth Institute DJI study is cited which shows that in 2020 49% of parents with children under age three said they require child care. Of these only 24% were able to secure a place at a child care center for the necessary hours. For children over age three 97% needed childcare and only 71% said the necessary hours were covered. This problem was bad before the pandemic, during the pandemic it has only become much worse for women. A similar problem is happening in the US, so that this problem has consequences for women in both the EU - in Germany, France, Italy- as well as the US. It places additional burdens on women with children in the workplace. ...

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Under an obscure rule called "deminimis" any packages less than $800 coming from China or other Asian countries are not counted in official trade statistics, This could easily understate imports from China by about $50 billion as 800 million such packages enter the US annually mostly from China. When this and other corrections are made and with the surge in imports during the pandemic the US trade deficit may not bave budged much even after Mr. Trump made this Priority No.1, says this report in the WSJ. At stake are manufacturing jobs in America, factories and workplaces all across America that made it what it was and whose fracturing has led to the fracturing of America.

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The daily commute has has defined the start of the day and the end of the day clearly in a way that is not happening with working from home during the coronavirus. Microsoft Teams manager Ms. Janardhan is looking at ways of modifying its Teams package of workplace collaboration tools so that users can better demarcate these two parts of the day. The virtual commute feature is a way to focus on wellness as a priority. It puts more attention on how people feel and think in different parts of the day and even includes a 10 minute meditation session option for the end of the day. The program now asks people how they are feeling and if they are feeling overwhelmed the virtual commute assistant will ask if they want to block time off in their calendars to focus on destressing activities or stuff they enjoy doing, even just taking a break. Marking the start and the end of the day has become more difficult for many while working from home. Half of the chat volume on Teams happens between 5pm and midnight in the last 6 months up 48% from months before the pandemic. More and more companies are finding that organizational resilience depends on employee wellbeing when working from home during the coronavirus which brings up new stresses that people never faced before. ...

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A survey of 2000 workers by Prudential shows about 25% of workers plan to look for a better job after the pandemic, and 38% say challenges with work-life balance are a reason for them to change jobs. This is a trend seen also in labor statistics as there is a mismatch between jobs offered and jobs people are seeking in the job market in US and other countries, with job seekers looking for stability and work-life balance, and making physical and mental health a priority. This WSJ report shows how women are handling this challenge. It says it is not enough to go by a company's online policies one has to look deeper. Look for people in the know, look for clues in the interview, have a clear idea of what is important to you- flexible schedule, family friendly benefits. WSJ gives names of sites that can help provide more information- Mom's Project, InHerSight, Glassdoor, List Your Leave, Working Mother. Look for onsite child care center, fitness facilities, does company do followup emails at night, do employees appear frazzled, stressed or disorganized? Connect into alumni and other professional networks for clues and patterns at companies. Also says WSJ experts cited here employers will appreciate your asking the question early rather than later. Questions such as "does a firm promote associates with alternative work schedules" are normal questions to ask. ...

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New rules from the Biden administration make it easier for people ages 60-63 years to make up for putting less into workplace savings in earlier years with the impact of the 2009 financial crisis, loss of jobs or working parttime for a period, and smaller savings during the pandemic. People in these ages can now put in a 14% higher amount. And a maximum of $34,750 into their workplace retirement plans. This is one of the many actions taken by Biden-Harris, including increasing the amounts for Social Security, that combined with a stronger economy and job growth, lower inflation, is correcting many of the problems of the past that left seniors without enough money to retire in dignity and safety. Small steps taken in the context of bigger steps on infrastructure and chips, science, rebuilding manufacturing by investing in old unused plants and reviving them with new products- all this is creating anew future for America and the ordinary Americans. Higher wages also pushed by Biden- Harris will enable many Americans put away more in savings that the were not able to do over the decades when government policy neglected the needs of ordinary Americans. ...

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The pandemic and ensuing lockdowns, unemployment in the US separated workers from their jobs just long enough to give them a chance to rethink how bad their jobs, incomes, and working conditions were before 2020, says this expert in the NYT. The aid to unemployed workers through long term unemployment benefits, moratorium of rent payments, direct money to households, gave workers enough financial room to make the choice not to go back to poor paying jobs with huge contact risks from coronavirus in the restaurant, fast food franchise, travel and entertainment industries, related industries.  With the Biden administration investing in child care, maternity leave, care for elderly leave, new opportunities for relocating and looking for work were opening for women, and for men who had stuck to old jobs and put up with lousy conditions because of a lack of alternatives. Biden administration's Families and Workers Plans, the effects of the pandemic, helped to shape a new culture of what was possible for workers- a sense that dignity in the workplace was part of culture in America. Restored by FDR/Truman and now again by Biden after two tech booms in the 1920's and the 1990's. A similar situation of a change in culture respecting the dignity of workers and of work is taking place in European Union as stated by SPD leader Olaf Scholz in his election campaign in Germany. Scholz is now incoming Chancellor replacing Merkel. European Union countries have better laws and rules in place for worker retention, and also better worker protections so that the great resignation that happened in America took place in a milder version. ...

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Women feel overwhelmed with housework during the pandemic. About 80% of women feel responsible for house work compared to 28% of men, according to a NYU and U Penn study. On average women do one and half times the house chores compared to men. This difference is wider when looking at households where men do very little of the housework. The author of "Fair Play" a book about dividing housework says women are burned out, stressed and full of rage about the way household chores are handled. The pandemic has seen a further deterioration in the amount of time men spend doing household chores, according to the Bureau of Labor Statistics, creating a situation of tension. As men have worked from home during the pandemic the once invisible labor of women is now in plain sight. For women who have quit their jobs and looking for a way to get back to work there is an additional element of frustration. WSJ looks at ways in which men can make the changes to create a healthier situation at home, and reduce the tension. ...

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Mike Clancy of The Prospect writes in The Times of London that he has found that two thirds of remote workers working from home would like to have the right to unplug from work and not be expected to connect with the office at some point in the day, and that this would have a hugely beneficial impact on mental health.   The biggest problem that workers working from home have found during this pandemic for one year now is that it blurs the line between work and life outside of work having a negative impact on one's mental health. Surveys have found that about half of remote workers like the idea of working from home, having time from commute and being able to be have more freedom from being tied down to the office space. Companies are looking at cutting about 25 to 50% of office space but have not looked at the problems workers have and not set new rules about when the line for work is set and workers can cut off from work and not be expected to be reachable by the office. Clancy even goes on to say that companies have looked at the problems of the last century not this one and largely stayed away from tackling the real problems of workplace- stress, burnout and surveillance. Lyrarc recommends readers look at the way Germans approach this idea of blurred distinctions between work and life outside of work in the idea of "Feierabend" that literally means breaking away from work at some point say 4.00 pm or 5.00 pm to take a bike ride or walk or do something else. ...

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Quiet quitting has become a phrase that means workers are working hard and doing things the way they did before, except that they are not letting a work culture that may have gone astray because of bosses  who set the wrong rules guide their lives. Even as companies such as Stellantis are taking on a new culture because of a new respect for workers work-life balance and getting a lot more from them, other companies are following older set patterns that did not include work-life balance or rejected work-life balance outright without saying this openly. Stellantis, Europe's largest car company itself shows why this is dependent on who is the CEO and what he believes in. The previous CEO had poor health habits including frequent smoking and irregular long hours without a structure of any sort that led to this being carried over into the work culture. The CEO changes and new rules are set and soon it permeates who is hired at different levels that are consistent with his habits and sense of work life balance. A new culture develops over time and gradually you have new work ethic that respects the mental health and fitness of workers and of managers, and that of the CEO. This report in WSJ starts with the premise that workers should'nt feel bad because worker are "quiet quitting" anyway after the pandemic. But in reality the statement is a bad one, as it does not say there are better models out there few as they are, that need to take pre-eminent place after the pandemic rejecting the old ones that recklessly ignored health and mental health and were less motivating for workers, and leading to less productive culture in the workplace. At Stellantis a lot gets done in regular hours so that the time after 5 or 6 pm is devoted to workers getting into exercize taking a bike ride, doing things that revitalize and build a healthy body and mind so essential for productive and good thinking type concentration in work. Emails over weekends need not be replied till Monday, and bringing up work during the weekend is discouraged. And still a lot gets done, the company will take the leading role in EV vehicles in Europe and has aggressive plans for 2030 for new EV models. See the link to Stellantis to see how this new CEO runs a company of about 100,000 employees around the world. His name is Carlos Tavares and he took charge of Fiat, Peugeot, Chrysler combined operations called Stellantis in January 2021. This is important as it is the new trend that will take hold of the work culture after the pandemic only if workers and managers ask that it be so and as the word spreads that better more productive companies that can get a lot more done is the result of such an educated workplace that respects health and mental health, and the dignity of workers and families. Look, how can it not be so when the word still has to be spread on climate change in the business world? How can one take place without the other? There is a new sense of dignity in respecting the dignity of the environment, of water, soil, and air, how not so for the mind, the body and its connection to nature around it? And no better place than Stellantis and its CEO Carlos Tavares where the old CEO ran himself down with poor work and health habits and passed away while at work in 2018, to show a new way.  In Germany this new way of work-life balance based work culture is called by a more respectful term "Feierabend" than "quiet quitting" showing that what is wrong is with the work culture and bosses who do not grasp the importance of health, mental health, and what it means to be revitalized for truly productive and thoughtful work. Quiet quitting has that sense of workers having to feel a bit of guilt about this and still thinking it is right  doing it anyway. In Germany"feierabend" is popular and accepted, it means breaking away from work at normal times such as 5 pm or 6 pm when a workday ends so that one can go out and relax with a bike ride  or something that is good for health and fitness and rejuvenates. No email, no nothing so the mind can rest and revitalize. ...

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AARP shows 29 million Americans working and taking care of older parents. Many work 40 hours a week and work an additional 20 hours helping elderly parents. About six out of ten people of this 29 million work full time. In 2024 a lot more people are living longer and older people prefer staying in their own homes and need help from family members. A simple fall or a cancer diagnosis can lead to long hospital stay, months of treatment, and worrying for family members. Company benefits in 2024 do not include senior or eldercare support or even accomodating employees caring for their parents. In America today federal and state laws do not protect people caring for elderly parents from discrimination in the workplace. Consider how this is affecting companies, as about one third who are caregivers say they are going to leave, and half of the employees leaving are senior manager and executives with much experience. This comes to about 5 million senior managers and executives that American industry can ill afford to lose as it competes with China, India and Europe. About half of all companies are making this a priority in 2024, according to Care.com. Citigroup added 2 weeks of paid leave to care for immediate family member. Companies allow employees to add older parents on their health insurance. These benefits are being added to maternity and paternity leave. The fact that Congress and state legislatures have failed to enact laws protecting caregivers is one more reason for the discontent and unrest in the US after the pandemic. ...

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Working mothers in the UK and other parts of Europe did better than working moms in the US when it comes to not dropping out of the workplace. Many mothers in the US dropped out as schools closed and businesses closed. In northern and western Europe fewer women left the workforce during the pandemic. In this sense the European policies to protect jobs by paying workers to furlough did better to help mothers keep a foot in employment even as they did home schooling.

Traditional approaches of paying unemployment benefits for longer used in the US did not keep women attached to work, which would allow them to recover more quickly. Much can be learned in the US from this. The proportion of women working actually rose between 2020 and 2019 in Germany, Netherlands and Norway as the government subsidized wages instead of paying unemployment benefits for longer periods.