Article from OHS Alert 17/1/25
Employers have been urged to start the year with some flexibility to mitigate the "emotional hangover" that can make returning to work after a long break challenging for workers, and expose them to stress and anxiety.
Shifting back from a relaxed and unstructured lifestyle to work routines and work responsibilities can be very challenging for many workers, Professor Herman Tse from Monash Business School says.
It can lead to workers "feeling down", overwhelmed and worried about things like unfinished tasks, new challenges or responsibilities building up, he tells OHS Alert.
Workers can experience mood changes and a loss of motivation, as well as increases in stress and anxiety levels, he adds.
How long the "return-to-work blues" take hold varies between workers depending on how they cope and their level of experience, but it is important for organisations to acknowledge this challenging time, Tse says.
"It's important to acknowledge that readjustment is normal and does not necessarily signal work disengagement, job dissatisfaction, or a lack of performance," he says.
One of the most effective ways to manage RTW blues is to emphasise wellbeing initiatives.
"Even small measures such as flexible scheduling, regular wellness breaks, and focused professional development can help reignite employees' sense of purpose."
Tse suggests employers allow workers time to adjust to their workflow, avoid conducting important meetings or setting deadlines too soon, and encourage social time like morning tea breaks for workers to share positive experiences from their holidays.
According to Tse, 2025 is likely to be a challenging year for many organisations due to the uncertain economic and political environment placing pressure on budgets and resources.
Australian companies will need to strike a good balance between handling those pressures and managing workplace health and wellbeing effectively, he says.
Building on their relationships with workers, and maintaining open and transparent communication with the workforce, will be crucial to doing this effectively, he stresses.
When employers lay out their challenges "on the table" and ensure workers understand the difficulties the organisation or management are going through, workers are more likely to form an adaptive rather than opposing point of view, Tse explains.
When organisations don't share the pressures and challenges they experience with their workers, it makes workers less able to cope when change occurs, he says.
Tse says employers need to determine what information to share with workers so they understand if things become "tough this year", which will help create a "give and take" dynamic between the employer and employee.
He says that employers seeking to ensure they are meeting their legal duty to manage workplace psychosocial risks this year, which is very important in light of recent legislative changes, need to:
regularly risk assess for psychosocial risks;
promote mental health and wellbeing and take stock of their support services and initiatives;
equip managers and supervisors with the skills to recognise psychosocial risk and create a psychologically safe environment; and
continuously monitor employee feedback and review mental health initiatives.