As a Gen X’er heading out into the workforce in the late 1980s, things were very different to the workplaces of 2024. We still had secretaries, the last of the tea ladies were still around, ashtrays on the desk and smoking in the office were perfectly normal, the Coles Cafeteria was still kind of fancy with its Styrofoam packaging and casual Fridays were only just starting to come in. It was also clear that we were there to work, and my new managers did not want or need to know if there was anything happening in my personal life beyond “How was your weekend? Good? Great!”

In what feels like the blink of an eye, it’s 2024 and my, how things have changed. We have personal, executive or virtual assistants, you buy coffee made by a barista from the local café EVERY day with a cup you reuse, smokers are exiled out of the building and sometimes even off the premises and for some, jeans are a daily staple when dressing for the workplace.

As a leader, there’s a lot to keep on top of when it comes to the changes in the workplace – more than just what we wear and the titles we give to roles. More than ever, we do now need to consider more about the whole person and not just the skillset that person presents to the workplace. Today building a high functioning, effective and successful team is not just about checking off the legally required boxes and asking about an employee’s weekend. Ask yourself, in these fast paced and often stressful times, are you creating a workplace culture that supports your people thought difficult times?

What does that even mean?

No doubt, you’ve experienced an employee whose behaviour has changed. They have always been a positive contributor who got stuck in and enjoyed being part of the team. But something has shifted. Over the past few days they seem angry, are undermining others in their team, showing up late, are disrespectful and their work product is not even close to being up to standard. Absolutely this can be an example of someone purposely demonstrating bad behaviour and it needs to be dealt with through communication, a performance improvement plan or potentially termination of employment.

But what if this behaviour is a result of a really tough time that is going on outside of work? Maybe they have a sick child, perhaps the cost-of-living crisis is really squeezing them, and they are overwhelmed by the stress of the unpaid bills, perhaps their marriage is breaking down or they have aging parents with significant health concerns.

It could also stem from something that has started occurring at work that they don’t know how to deal with. They may have been directed to take on new tasks that they feel ill-equipped to do, or they might be the new target of a bullying campaign by another employee.

None of this excuses bad behaviour, but it certainly explains it and if you have spent time building the right culture within your organisation, you may be able to support your employee through this challenge and get them back on track.

Creating a supportive workplace

A supportive workplace culture is one where employees feel valued, understood, and cared for, not just as workers but as individuals. This type of environment can significantly improve employee morale, reduce turnover, increase productivity, and foster loyalty. When employees know that you genuinely care about their well-being, they are more likely to be engaged and motivated.

There are a number of ways to build a supportive workplace:

• Talk is not cheap: As in any relationship we have in life, communication is key. Encourage frank and open communication through regular check ins such as one on ones where employees can discuss matters relating to their work or personal concerns that may be impacting their performance. Trust is paramount and knowing they can be open without fear of punishment or judgement allows your employees to flag a concern before it becomes a major issue and allows you both the time and space to determine solutions or work arounds. For example, a sick child may require a temporary flexible working arrangement and may be a simple solution that removes a significant amount of stress.
  
  
• Programs that matter: Providing access to resources such as:
  • Employee Assistance Program allows your people to access confidential counselling services that they may not otherwise consider or be able to afford.
    
    
  • Health and Wellness programs – initiatives that promote physical health, such as fitness classes, healthy eating seminars, and ergonomic assessments. Such offerings may help those struggling with health concerns or return to work post operations or injuries. Again, it is about removing a stress load that in turn results in a productive and positive member of your team.
    
    
• Train your leaders: Understanding the complexities of human behaviour isn’t always an innate ability, some of us need more help so that we can in turn, support our employees effectively. Such training may include:
  
  
  • Mental Health First Aid Training: Train managers to recognise signs of mental health issues, how to respond appropriately and what resources are available.
    
    
  • Leadership Development Programs: Not everyone comes wired with empathy and while we can’t force it, training and development can help your leaders to better understand how and when to offer support to employees who need it.
    
    
• Inclusive policies that walk the walk: Ensure that all employees feel included and respected, regardless of their background or personal circumstances. Ensure that these policies form a part of how you conduct business and underscore behavioural expectations – don’t just set and forget policies as this makes them worthless and contradicts any positive messaging you are trying to impart to your team.

Recognising signs of struggle

We can never assume we know what is going on in someone else’s life – not everyone wears their heart on their sleeve and it may take a little digging to understand there is a worry that is impacting them. Identifying when an employee is struggling is crucial to providing timely support so you may need to look out for signs that an employee may be facing difficulties including:

• Decreased productivity: A noticeable drop in work performance, missing deadlines, or a decline in the quality of work from an otherwise solid performer may be a flag that something is going on.
  
• Increased absenteeism: Frequent unexplained absences or a pattern of calling in sick could signify that an employee is struggling.
  
• Changes in behaviour: A normally friendly individual may have become withdrawn, irritable, or unusually emotional suggesting they may be dealing with something worrying.
  
• Physical symptoms: Complaints of frequent headaches, fatigue, or other stress-related symptoms should not be overlooked.
  
• Social withdrawal: If an employee who was previously sociable becomes isolated or avoids social interactions, it could be a sign of trouble.

If you notice changes in an employee behaviour, you don’t need to become a counsellor. Just check in. Privately, ask the employee ‘hey, I’ve noticed you haven’t been yourself over the past few days. Are you okay? Is there anything I can support you with?’

Someone struggling vs. poor behaviour

It is essential to differentiate between employees who are genuinely struggling and those who may be engaging in poor behavior purposely. This distinction is critical in addressing issues effectively and fairly.
If a previously punctual employee starts showing up late, a conversation may uncover that their before school care has become unaffordable so they need to drop their kids off later to avoid charges. From there, you may be able to offer a flexible working arrangement to help them through the challenge. But if someone is constantly, flagrantly late without remorse, and a conversation or three sees no change, you know you have someone who is being deliberate in their poor behaviour and stronger consequences may be required.

If you aren’t sure how to differentiate between someone having a difficult time and someone exhibiting deliberate poor behaviour, consider the following:

• Consistent patterns: Employees facing difficulties typically exhibit a consistent pattern of changes in behaviour or performance. In contrast, those demonstrating poor behavior purposely may do so sporadically or in specific contexts.
  
• Response to feedback: Employees struggling with personal issues often respond positively to feedback and show a willingness to improve, particularly if they feel they have support and possible solutions to ease the stress. Those engaging in poor behavior purposely may be defensive or dismissive and refuse to own their behaviour.
  
• Underlying causes: Understanding the root cause of behaviour is key. Personal struggles often stem from external factors such as family issues, health problems, or financial stress. Poor behaviour might be driven by a lack of engagement, dissatisfaction with the job, or personal grievances.
  
• Communication openness: Employees who are genuinely struggling are often open to discussing their issues when approached with empathy. Those exhibiting poor behaviour purposely might avoid such conversations or provide vague responses.

Supporting your employees

Once it is identified that an employee is struggling, providing the right support is crucial. Depending on the situation, the individual and what is within your ability to offer in terms of support, you may wish to consider the following options:

• Simply listening: When an employee opens up about their struggles, listen empathetically without judgment. Sometimes, just being heard can make a significant difference.
  
• Tailored support: Offer support that is particular to the individual’s needs. This could include flexible working arrangements, time off, or referral to professional services.
  
• Regular follow-ups: Keep in touch with the employee to monitor their progress and adjust the support as needed. Regular follow-ups show that you (as the business representative) care and are committed to helping.
  
• Encouraging professional help: Encourage employees to seek professional help if needed. Providing information about available resources and how to access them can facilitate this.
  
• Maintaining confidentiality: Ensure that any personal information shared by the employee is kept confidential. This builds trust and encourages others to seek help when needed.

Promoting a supportive culture

Creating a supportive workplace culture is not a one-time effort but an ongoing process. Creating and building a workplace culture that supports employees through difficult times is essential for the well-being of employees and the overall health of your business. By fostering open communication, providing access to resources, training managers, working together on individual solutions, and building a sense of community, you can create an environment where employees feel valued and supported.

Recognising the signs of struggle and differentiating between genuine difficulties and poor behaviour are important  steps in providing the right support. With clear policies and a commitment to long-term cultural change, you can ensure that you are well-equipped to support your employees when they face challenges that impact their work.

HR Staff n’ Stuff can help you in building a more supportive culture be it through addressing training needs for your managers and leaders, assessing flexible work options, recommending an Employee Assistance program or any other individual needs that relate to your business.  Contact us now to have a chat about your needs.