Sorry for the typo’s this episode was Transcribed by https://otter.ai
Mitch Simon 0:10
Welcome to another episode of team anywhere where CEOs, leaders and experts at building teams, companies, organizations, and amazing cultures
Ginny Bianco-Mathis 0:22
share how to lead from anywhere in the world. I’m your co host on the east coast. juden Bianca Mathis,
Mitch Simon 0:27
and I’m your co host on the West Coast. Mitch Simon. And we invite you to join us team anywhere.
Today on Team anywhere we speak with Alicia Haggerty strategic wellness lead at CPL, future of work Institute in Dublin, Ireland. Alicia shares her personal story of how she became interested and then the expert on wellness in the workplace. Her conversation about the eight dimensions of wellness and her insistence on data, and its application to wellness will provide you with a strategic approach to creating wellness programs that will impact your bottom line. Hello, and welcome to another episode of team anywhere. I’m your co host Mitch Simon on the west coast. And we’ve got Jenny maphis, your co host on the east coast and today we actually have someone from Europe really excited. Yay. And on the podcast we have Alicia Haggerty strategic wellness lead at CPL future of work Institute. working within multiple sectors, Alicia helps promote a healthy workforce that supports business needs and enhances productivity and engagement. So welcome Alicia to the podcast.
Elysia Hegarty 1:50
Thank you so much. I’m delighted to be here.
Mitch Simon 1:52
It’s great to have you. And the first thing I’d like to know is who are you? And how are you attracted to the area of wellness in the workplace?
Elysia Hegarty 2:00
Yes, so as you said, I’m Alicia Haggerty, a strategic wellness lead for CPL’s future of work Institute. It’s a bit of a tongue twister. CPL are known here in Ireland where I’m based as Ireland’s leading talent transformation business. And essentially, we offer things like recruitment services, managed services, solutions, and consultancy, which the future of work is our consultancy brand. And so, I lead wellness as a service for our clients. And my attraction to wellness as you asked, really comes from my personal experience. So it kind of dates back to when I started in my first leadership role. And actually, my my own health started to diminish. And I experienced burnout, I was chronically fatigued, partially because I was doing so much and I was very ambitious and I was a yes person. And I was taking, you know, saying yes to all variety of different projects to help drive my career without really looking after myself as well as I should, despite knowing what I knew other well being ironically, and, and that was when I was working in HR, where most of my my experience was at the time, I am. alongside my HR career, I’d also been very, very interested in health and fitness and I study as intuitionist and a fitness instructor and, you know, all those will be things and so what I’ve done is combined my experience, you know, in HR, my own personal experience and, and and the expertise that I’ve learned in the health and fitness industry and from from working with clients and on their wellness strategies.
Mitch Simon 3:38
Okay, well, thank thank you for that. You know, the way I found out about you, Alicia is I was going through the internet here in my little studio here in San Diego. And I was I was trying to find something on wellness, something that really captured wellness, because most people say the word wellness, they don’t even know what it really means. And lo and behold, there was this article that you had written. And it had basically broken down wellness into eight different areas that I’m sure I want you to talk about. I was able to take that article, bring it into my client, which is host health care. And then they were able to really understand the stressors, let’s say in their lives. And now they’re going to promote that into their company for this next quarter. So so maybe you could interest introduces to those different stressors. And of course what I want to know is what is the the most the biggest stressor in your life right now and how do you take care of yourself?
Elysia Hegarty 4:36
The biggest stressor in my life, I suppose for everyone, it’s probably COVID. At the moment, the pandemics having you know different and stressful impact on a lot of people. I actually I wrote an article on my LinkedIn page and at the start of the year around my own experiences about having to quarantine I had when I presented with some COVID symptoms At the time, I noticed some old anxiety issues starting to reoccur, reoccur. And what I realized is that, although I had a slight little dip, and we’re all human, you know, sometimes I’m like, Well, I’m a wellness professional, so I can’t show that I’m stressed or they ever get sick. You know what I think even more now, with COVID, we can see people get sick people get stressed, regardless of the type of job. And I think hiding it is something that, you know, it’s a stigma we shouldn’t really do. And so I suppose I had done a lot of work over the years in managing my own stress, because of my experience with burnout. And I have now what I call it resilience to Okay, so I was able to use things like mindfulness and meditation speaking to people close to me, to help me bounce back. And also at the time, I’ve kind of recognized you know, maybe I wasn’t eating as well as I should, or maybe I was drinking a bit more coffee, or I was feeling sorry for myself. So I was drinking more alcohol, we’re all are susceptible to some of these things. But because of the stuff that I’ve been through in the past, I had a level of resilience that I was able to use and things that I was able to tap into. And actually one of the things that I used that I found at that time, and I’m still doing to this day, I wasn’t doing a pre COVID was journaling. Never really journaled that much before. But I’m finding now it’s really helping me in the absence of having to social distance and be maybe a little bit further apart from friends and family. Okay, we can do it virtually, which is great. And but one of the things that that I’ve been doing is journey journaling, I found it really beneficial.
Mitch Simon 6:37
How and let me ask How is it? How is it? How in COVID? Are you finding journaling to be it to be helpful?
Elysia Hegarty 6:45
In some ways, it’s there’s a lot of things, I think, from speaking with people very, very similar. In a similar position, there’s a lot of questions and thoughts kind of rolling around in the head. And I find by putting it down on paper, gets it out of the head, and you’re kind of you know, not quantifying it in some ways, you may be dwelling on a particular subject, you may be worried about your own health, about the health of your friends or your family, I think sometimes rather than how to get rolled around in the head, simply by writing it and sometimes helps get rid of some of those questions. And then sometimes I found Well, actually agreeing I read something that probably isn’t, within my ability to solve when we’re all in this, you know, and, and I think as well, for me, reflection, I find is quite good. So I’ve been doing a lot of kind of inner work and reflecting on things that have been going well, as opposed to focusing on the negative. And then also something and it could be different, every day could be different one day, I could focus a lot on gratitude and things that I’m grateful for. And what I find even just sitting in front of and over, I have to write something that’s write something and then it just started flowing. And it just starts coming out. And it’s really I find it’s really interesting the type of things that come
Ginny Bianco-Mathis 7:59
later What I have found, and I think this is what you’re saying. So I’m just want to emphasize it, that the writing down is even more powerful than just chatting with someone, hey, if nothing else, chat with someone, really, the writing down does force what you just said, reflection, when you write down and it’s in writing, and it’s the mechanics of it, they say neurologist say, then then it forces reflection. And that I think is the gift to give to yourself. And it sounds like wow, I’d put that right up at the top with your wellness. Yeah, yeah,
Elysia Hegarty 8:42
yeah, for sure. I did something very small that you can start doing, you know, and it was a friend of mine who is a yoga and mindfulness instructor who would kind of recommended it to me. And I probably would have turned my nose I want to go Come on, we’re gonna write once. You know, once you get started, you almost sometimes can’t stop your journal. Yeah, you almost can’t stop I find I find I find it really beneficial, really profound, particularly with the where we where we are at the moment, and then I start thinking about the future. And oh, yeah, writing a different thoughts down and well, what if my future kids picked this up down the line? And they’ll know, but I was thinking during COVID and you know, it’s
Ginny Bianco-Mathis 9:23
a history, mastery. Yes, it is. But one point and then there’s tons of questions we want to ask you. When I coach leaders, as you may I say, I’d like you to keep a journal. Now. type it out or though I want you to keep a journal. So then I come to the next meeting. Do you have your journal? No. Well, then lucky. And I just reached down I’ve got 10 journals, right. Pick the one you like to use it?
Elysia Hegarty 9:52
Yeah. I think it’s I think it’s really good and it is much better. You know the physically writing it rather than typing Yes, I tried that for a while. And I wasn’t as consistent with that. But I do find the urge of actually getting a pen paper, having a book and writing it with a pen is it is much more powerful. I think there’s some science behind that. But I wouldn’t know too much. I
Mitch Simon 10:14
think I think I’m definitely gonna try that. It just brings me back to law school where all we did was right. Until we until we fell asleep with a pen. Remember writing with a pen? Does anyone remember writing with a pen?
Okay, great. So let’s do this. What does wellness mean? And what is wellness in the workplace? I mean, for those of us who are still struggling with the word, hmm,
Elysia Hegarty 10:41
for sure. So I mean, wellness can mean different things to different people. But in short, I like to think of wellness in the context of a workplace is where both both the employee and the employer collaborate to use a continual improvement process to protect and promote the health and safety and well being of the employees in the workplace. And so this isn’t necessarily just in the context of our physical or mental wellness. But as you’ve mentioned, the future of work, we look at it across eight dimensions of wellness. So it’s considering things like financial wellness, occupational, intellectual, environmental, spiritual, and social wellness, as well as those. And I think what I really like him in that definition is that it’s collaborative. And it’s continuous. I think they’re the really two key things to note there. It’s not just about the employer and their responsibility, but the employee also has responsible for their own health and well being like I have a responsibility to manage my own health and well being. And I think it’s about, as I mentioned, protecting and promoting. So it’s continuously looking at the health and physical and mental safety of the of the employee.
Mitch Simon 11:57
How does the how does that? How does the collaboration look? What does it look like? Because I can just imagine the CEO walking in and saying, you know, you get down to do 10 push ups? Because I’m going to promote enrollment, how does it how does it work from from encouraging both sides.
Elysia Hegarty 12:16
So again, I think the it definitely needs a property is initiated from the employer. And, and it always needs to come from the top down. And generally, what I see, in some cases, wellness is a tick box exercise we just want to see be seen to be doing, and have a wellness program. And if it has a little bit of an impact or not sure. Grace, you know, they just wanted for an attraction piece maybe or it’s a promotional piece, but I think it is to be really effective. And employers need to consider it a cross and a how it can impact their bottom line, but also be then how it can impact the employee. So for example, we know healthy employees are happy employees are more engaged employees are more engaged employees are going to be more productive employees. So it has a business benefit. And this is why we call it strategic wellness is because it has a it can’t have a specific business benefice for an organization. And there’s tons of research around we we have a white paper and time to workplace wellness time to get strategic, which talks about all of that in terms of how we can support your attraction strategy, your retention strategy, and, and collaboration, obviously needs to start with a cultural change as well. So it’s all well and good, as I mentioned, to provide certain things that maybe educates the employee. So we all generally will know you have to eat, well move, relax, sleep well, in order to be healthy. A lot of traditionally wellness programs will will focus on educating the employee on very little I’d kind of mitigating this stress. And so with that collaboration, I think that it really needs to come from a place where an organization is really building it into their strategy, and is building it into their culture. And in order to build that into your culture. It needs to be more than here’s a few wellness exercise videos that you can do and we’ll do a step two challenge. They need to look at it from their attraction strategy. Where does it fit in your recruitment process? How can you attract people? Is it in is it included in your induction program? How are your managers trained to manage people in a way that doesn’t diminish them Buzz encourages well being and therefore productivity. And looking at it right to when someone exits, because work related stress is probably the number one stressor that we know of that can contribute to burnout. But also know what are the number one reasons people leave organizations as well. So when they look at it across all of those touch points, I think you automatically kind of a build it into your culture. And when it’s built into the culture, it’s it’s almost seen as a norm. And as part of that, then you would also have a, potentially a strategy was a promotion of employees taking ownership of their own health and well being as part of your wellness Pro.
Mitch Simon 15:46
And then how do you I love what you’re saying, you know, because, you know, just I think as someone who goes in a lot of orgs, we, you know, we do the culture, we do the values, and I don’t, you know, I in my history, I don’t see, we, I don’t remember us doing a lot of like, Well, one of our values is health and wellness. I mean, that’s, I think what you’re implying, how would? Or how have you gotten into a company where you’ve built that, let’s say, collaborative relationship between employees and the employer, so that employees say, Yeah, I really want to take this on, and I’m going to do it, and it’s actually, I’m going to take responsibility for it, instead of just yeah, depending upon my employer.
Elysia Hegarty 16:28
So I think I’m a little bit of a flaw I think, in sometimes in the design of wellness programs, traditionally, wellness sits within HR, and HR are responsible for designing and implementing it. And one of the mistakes I see commonly is HR, people will, and this is not a fault of their own. And generally we’ll decide and design the wellness program the way they think it should be. And then they roll it out. And they’re like, Well, why is no one engaging in this? So I love to involve employees, and there’s loads of research, and to suggest that if you involve me in the design of something, I’m more likely to want to be involved. And I’m more likely to continue to tell everyone else to get involved, because I’m involved, I was involved in it. And so that’s the approach that we use when we’re working with organizations to design their wellness strategy is, okay, we run our diagnostic to see but what, what’s caught, what’s the cause, and then narrow it down so that we can work with employees through series of workshops, or whatever that is to support the design of this. And therefore when we when we rolled it out, you get that you get that engagement piece?
Mitch Simon 17:43
And then how do you what the other thing you said was continuous. So how do you how do you see employers, making sure that this is not a a flavor of the month, but it actually is the In fact, instinctive part of the culture?
Elysia Hegarty 18:02
Yeah. Data, Data, Data, Data, anything. And and this is another thing that I think is missing in some ways for wellness programs, they’re not measuring it. Or if they are measuring it, they’re just measuring, well, how many people were engaged in our wellness app? They’re not necessarily measuring it against things like their engagement, or their productivity or absenteeism on seeing, well, what is if I’m a CEO, I want to know Well, what’s the return on investment if I invest in this? Or what’s the return on value? So in productivity and engagement and retention, what value Am I getting back? So what I’m a huge believer in measuring those outcomes. And then you build your continuous improvement plan based on that. So right now, we know there’s probably certain things that are contributing to stress or own wellness, as I like to call it. And within organizations purely because of the pandemic, we’re next year, that could be different in the year after, it could be other things. And so this is why if we go in with a one size fits all approach to wellness, it doesn’t really have that ROI, or that r o v that we’re really looking for, and it may not also be having an impact on the employee, a beneficial impact. So by measuring it, and by using that data, we can make sure that our wellness strategy is continuous, it’s continuing to improve, and it’s having that impact on employees. And again, this is where, as you mentioned before, when we rolled out our diagnostic, it looks at those things as well. So it could tell us what areas we need to what areas are really contributing to their own wellness at the moment for employees not much change. So let’s
Mitch Simon 19:50
go directly into the eight dimensions and and, and I know that when when I was meeting with my team at host healthcare we we kind of came up with three of the eight That was that were really being impacted due to COVID. I love the way you said that, you know what, okay, so it’s gonna be COVID. This year, it might be something next year, the following year, I’m just wondering, and what you’re seeing of the eight dimensions that are really coming out as unwellness, given COVID,
Elysia Hegarty 20:17
I love that you use unwellness. Um, so this is really, really hard to pin it down, because it really depends on the organization. And there are some organizations that are doing really well in some of the dimensions. And there are other organizations that are doing really well. So for example, some organizations, you know, occupation, occupational wellness, is really high contributor to unwellness, due to, you know, job insecurity or work overload. But in order organizations, and maybe even some industries, like you know, tech or pharma, this may not be as high. So, you also have in some organizations, where I’ve spoken to even, you know, people in my network where management expectations still haven’t changed. So this is putting further demands on employees. But then there’s others where management has changed and is more empathetic, and they’re more considerate. So again, I think it really depends on the organization. And I, I also I did a webinar on this, actually, it’s on my LinkedIn page as well, if anyone wants to look at it, it goes through all of the dimensions and where we see the problem areas. Because, you know, you can argue as well, you know, financial wellness and social wellness are a huge problem, because people are struggling financially, they’re worried about job loss, and they’ve lost that social connection. And in some organizations, spiritual wellness is having an impact or maybe intellectual because communication from leadership is really, really poor. And for all of us, I think environmental wellness is probably hit because our physical working space has changed, you know, and some organizations are doing really well and providing subsidies to employees and others are not, you know, so I think that, and again, then all of this has a knock on effect on our physical and mental wellness. So it’s really hard to pinpoint pinpoint it to one or two things. I think you could you could look at all of them. But I think it really comes down to the to the organization as well.
Mitch Simon 22:13
Can you tell us a little bit because this is the one. And I love the way you rattle off because you’ve memorized these, which is great. I haven’t memorized them yet. I do know that your second one, which is intellectual wellness has a lot to do with just managing the workload. And I’m just wondering if for a lot of us, we would you know, when a lot of us think about wellness, I mean, frankly, at least the United States, I just go directly to a wellness, meditation and yoga. Yeah, and I know, it’s I know, it’s much more than that, especially for those who are just never going to do yoga. And never going to do in a studio again. Sorry about studios. But for intellectual wellness, which is managing the workload, especially because, you know, I used to commute an hour a day or an hour and a half each day. Now I have those three hours back. And so what do I do? I just work more. And I’m just wondering, how have employers been able to deal with those employees who are just, you know, they’re showing their commitment and dedication, and they’re working, and they’re going crazy. So how do you deal with that particular?
Elysia Hegarty 23:15
Yeah, I think I think this is a real problem. And I think it was even a problem pre COVID. But with probably more so now. Because we’re on I don’t have kids yet. So I can’t, I can’t really speak from experience, but from from speaking with people who might know who you know, our work in the morning, manage the kids in the afternoon, and then they’re logging back on at night use. You know, it’s a it’s a real problem, people aren’t necessarily switching switching off. And we’ve also seen, you know, a lot of statistics well, burnout has almost doubled since February, particularly here anyway, in Ireland in the UK. And so it is quite concerning that people are constant with that work overload. And people want to prove themselves, they want to prove themselves worthy within an organization, they’re afraid they’re going to be let go. So they’re doing more work if they’re, you know, or if they’re in a sales position. I mean, it’s harder to make sales at the moment as well. So, and in some organizations, if you don’t bring in money, you’re you know, your role may not be relevant. So I think people are worried, and therefore they’re trying to prove themselves. I think one of the challenges also with technology, as great as technology is, you know, with the evolution of technology, we can work on our phones. And so to answer your question, and I’m sorry for rambling, I think there’s a tooth a two way approach here. I think the employee needs to set boundaries. I, I had to take apps off my phone, so I wouldn’t reply to people who messaged me at 10am or 10pm, about Sorry, I am online at 10am 10pm or 11pm, or whatever. Now I use an agreed realistic targets with monitors on clients was really important for setting expectations for me to be able to manage my own time and my wellness. So this is where it comes back to your responsibility as an employee, I think then also from an employer’s perspective, it’s a cultural thing. So if you really, truly want to be an organization that takes wellness seriously, you can’t allow or encourage people to be emailing or errors or setting unrealistic targets. So these are the biggest reasons people will work late. And I think managers need to be mindful of this if they’re seeing employees being impacted, and or burning the candle at both ends. And, and I suppose, as leaders, we need to lead in a way that yes, gets work done, but doesn’t diminish a person to the brink of exhaustion. I think that’s really old leadership style. And I am seeing and I think it probably will, I don’t know if I have the exact answer for this. But I do think that leadership is evolving as a result. But I think we’ve all been thrown in the deep end.
Mitch Simon 25:52
So let’s let’s get real. It’s just, it’s it’s just, you know, nobody’s listening says, Ginny, you and me here, right? And unless I say, Okay, I’m, I’m a, I own my own business. And in this, and I’m watching this COVID thing, and I’m watching my employees work, I don’t know, 50 6070 hours a week, and you know what, I’m loving it, because I’ve just never seen my employees work so hard in their lives. And I’m just thinking about all the money I’m gonna make and all the all the profits, we’re gonna, you know, we’re gonna have and how this is just really great. How do you take me off that ledge? Before I burn out? All my employees? What What would you say to me?
Elysia Hegarty 26:37
I think it comes down to that’s really interesting. And I got back to my for my nutrition hat on or my coaching hat on when you’re kind of burning the candle at both ends. And it’s like, it’s like talking to someone who has a sugar addiction, you know, and your constant without sugar, where you’re going to end up with diabetes, if you don’t sort out your sugar intake, you know? So I think it’s having a realistic conversation with someone to understand, yes, okay, I know you’re making loads of money. Now, I know that sugar tastes really, really good right now. But in the long run, these are the impacts that you’re going to have your people are going to leave, and the data just support all of this, if people are burnt out, you can run a run a survey with your employees might be they might be working really hard, and they might be fine. They might not have any unwellness or they might not be stressed, um, boys, in most cases, they’ll be very, very difficult, particularly if they’re working long, long hours at that time for a long period of time. Like we can do short stints. I mean, there are certainly times where I’ve worked. Maybe not all nighters, but you’ve worked a lot of hours to meet a deadline or to get something over the line. But if you’re doing it constantly, it will have detrimental impact to your business. And I like to use the diabetes thing because people can kind of relate to that. No.
Ginny Bianco-Mathis 27:55
Drunk on sugar.
Mitch Simon 27:56
Yeah, let me ask the next question. Again, we go back to, you know, I’m this I’m this entrepreneur with this running this really growing business and, and most likely, let’s say I’m in my 40s, or my 50s. What I wanted to know is how can you How can you share with me how unwellness or wellness is impacting my z? Jen’s My, my, my millennials, and my boomers? And what are you what are you seeing? Are you seeing a disparate differences between these? Or is it all kind of collected? And, again, how would you consult an organization to look differently at these different age groups?
Elysia Hegarty 28:38
Yeah, that’s a good question. And for generations, we definitely see difference I see it more so in their health needs, or desires are very different. So what I wanted in my 20s for my health and well being was more social side of things and was more career progression when you get into your late 20s or your 30s you’re starting to think of age, you know, family and you know, work life balance and spending time at home with the kids and stuff like that. And then maybe later in life, you know, you’re you’re considering more actually find people in the older generations are more considerate around chronic diseases and managing chronic and preventing chronic disease health, you know, you’re starting to see different health needs. And as that you’re seeing different stressors people have an older generation may be carers at home. So there’s different external stressors, and that they may have, they’re probably at a stage where not like you’re in your mid 20s or 30s, where you’re trying to drive your career and you’re, you’re studying and you’re progressing. I know now you can still study at any age and all of those things. I’m very being very generalist at the moment. But in general terms, that’s what we see is so you know, for someone in their 20s we may see intellectual wellness, occupational, wellness, social wellness, maybe key areas to focus on for those in other areas, you know, your baby boomers or, or your millennials, you might find that you know, financial well being because they may be looking to buy, you know, get mortgages and buy houses and cars and you know, different things like that might be more important to them would be a stressor for them, maybe they’re paying for education, all of those different things are a concern there. And then maybe other benefits for people who are older generation and are in terms of carers leave, you know, all of those things, don’t fall call them wellness, but I would class and there’s like a typical wellness solutions, it’s not a yoga class, but it’s helping people’s well being if you can provide carers leave, and to someone who may be caring for an elderly parent or something like that. So, you know, in a work context, but also in in our personal life, you know, context, a thought filters into what people are looking for in their, in their, in their employment in their, in their workplace environment. Oh, worked with an organization who had mostly financial institution that had mostly an older generation, and people who would say they’re very, very long term very, very committed long term to their career. And so even from like, how you communicate your wellness program, it matters per generation. So if you’re a younger workforce, people will be more engaged with tech, no point putting tech into that into that particular organization, because they don’t they they don’t engage as much with tech. So they are better with and seminars and things that are a little bit more social, as opposed to things that you would do on an app where you’re tracking your steps and doing steps challenges. So you’re looking as well as what are people going to engage in across generations as well. And that’s a key consideration too.
Mitch Simon 31:58
We’d like to take this brief interruption to thank our sponsors, if they get back to our program. We’d like to thank Marymount University, Arlington, Virginia School of Business and Technology, innovative solutions upskilling for the what’s next firstname.lastname@example.org, oyster organizational development dedicated to higher performance, business success and leveraging teams at oyster od.com. And we jungo a strategic people process consulting firm at we Joe ngo.com. Last two questions are, what is the thing that you’re most fearful about given COVID? And given this time, and people not maybe taking care of themselves or taking care of their wellness? And then when on the other side? Say? And also what are you most hopeful for? You know, given the impact that you’re having in the world? You know, obviously, you know, your Your words are being heard throughout the world? What are you most hopeful for, as people take on this new look at at wellness is something very serious, and something to really unite employers with employees?
Elysia Hegarty 33:05
Yeah, I suppose I’m most hopeful for people taking a strategic approach. And I think on on mega mergers are biased. But I really do think, you know, taking a strategic approach, I think is where wellness will evolve to if it’s not evolving there already. And that’s one of the things that I’m really passionate about, because I think it’s beneficial for both the employer and the employee, as well taking a root cause approach. So looking at us, we’ll watch what’s actually contributing to on wellness in our organization, as opposed to just sorry, I don’t mean just educating people, it’s important to educate people but but but but simply only doing that is it’s almost like a band aid approach. So we do need to there’s no point of saying like, you know, you said free fruit and a Wednesday and a step challenge and and what we’re still putting pressure on employees, and there’s this thing going on in the organization that are contributing to to stress COVID aside, and one of the things that I suppose that i’m suppose I’m fearful mostly of the impacts on people’s mental health, you know, with working from home with limiting the social interaction. And some companies are doing this really, really well. But I think even the companies that are doing it, so well still don’t know. And we won’t know the full impact of this. I noticed some research coming out. And burnout has been on the rise. And it’s hard. It’s hard to juggle, you know, we’re all fearful going into winter here. Anyway, we have entered our lockdown, what’s that going to be like coming into flute season? It’s that’s my biggest fear is the impact that this will have psychologically on people, particularly, and maybe coming from an HR background. I’m actually writing an article on this at the moment is the impact of That COVID is going to have on burning out HR professionals. because technically, there are Flint line for our organization. And they are dealing with a lot, they’ve had to step up a lot. There. It’s a people centric role. Looking after employees, coaching managers and employees, having those difficult conversations, you know, preparing to work from home, then bring me back to the office then work from home again, they’re kind of joking by HR jobs are open, every everywhere, and they are spoken to a few people in the last actually spoke with a psychologist friend of mine and yesterday, and she she has seen an increase in demand and providing psychological support to HR professionals who were burning years. And that’s one of my biggest fears, mental health is going to impact us all mental ill health will impact us all. But my one of my biggest concerns at the moment is is around the burnout of HR professionals, because it’s not old, looking after others and not looking after yourself. You know, right.
Mitch Simon 36:06
Wow, this has been great, Alicia. So okay, please let us know. How can we find you what would be what would be ways to find you and where to find you? So that we can learn more about the eight dimensions, learn more about your services? I’m assuming you’re you’ve got clients here, the United States.
Elysia Hegarty 36:23
We have some mostly so a lot of the US firms that we work with have European hubs here in Dublin. Okay. So gross. Those that we Yeah, we work with here through here to the to the US if that makes sense. Okay, great. So the best way to find me is on LinkedIn, Alicia Haggerty on LinkedIn or Twitter, and also on the CPL website, and you’ll find all of our all our details there on the CPR website, forward slash future work Institute. And you’ll find all of all of those details there or email me, Alicia Haggerty at CPL D.
Mitch Simon 37:02
Alright, great. Well, thank you so much, Alicia. This has been just a
Elysia Hegarty 37:04
pleasure. I really enjoyed it.
Ginny Bianco-Mathis 37:07
Just fabulous. Thank you.
Mitch Simon 37:09
Great. Thanks. So anyways, thank you again for all of our listeners to for coming and listening to another incredible episode of team anyway.
Transcribed by https://otter.ai