Tripled Levels of Poor Mental Health: But There Is Plenty Managers Can Do

Caroline Knight, Sharon K. Parker, and Anita C. Keller

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Never before have so many people been forced to work from home so rapidly. As a result of the COVID-19 pandemic, how, where, and when work is done has changed massively in the space of weeks, often with little planning. It is not hard to imagine some of the challenges workers have faced: new routines need to be established; some people have been home schooling their children during the working day; and partners need to negotiate home working space. Further, some workers are worried they will lose their job and become part of the large and growing numbers of unemployed.1 It is therefore imperative to understand the mental health of people working from home and how to design such work to be healthy.

Even beyond the current situation, it is crucial to understand how to design remote work to protect and enhance worker well-being. Many companies are now jumping on the “flexible work bandwagon” because they have realized such practices can be effective. To ensure such flexible working is sustainable into the future, it is important to ensure they are designed to be psychologically healthy.

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