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dc.contributor.authorJordan, Tiffany
dc.contributor.authorMladenovic, Nate
dc.date.accessioned2021-10-06T19:10:05Z
dc.date.available2021-10-06T19:10:05Z
dc.date.issued2021-03
dc.identifier.urihttps://hdl.handle.net/1813/110160
dc.description.abstractEmployee health and well-being, long concerns of corporations, took center stage with the advent of COVID-19. Just before the pandemic, major companies were spending an average of 3.5 million a year on special programs to address these issues; by the end of 2020, that figure had jumped 4.9 million. Curious about this upsurge, CAHRS commissioned a benchmarking study during the fall of 2020 to capture some of the major developments. Researchers conducted interviews with 34 human resource managers and professionals in 22 partner companies covering industries from high tech to consumer goods. A CAHRS White Paper titled "Promoting Mental Health and Well-being at Work: The Role of the Manager" reports the full story. This is a synopsis of selected findings and implications.en_US
dc.language.isoen_USen_US
dc.publisherCenter for Advanced Human Resource Studiesen_US
dc.subjectwork/life & well-beingen_US
dc.subjectburnouten_US
dc.subjectemotional laboren_US
dc.subjectemployee assistance programsen_US
dc.subjectflexibilityen_US
dc.titlePromoting Mental Health and Well-Being During COVID-19 and Beyonden_US
dc.typearticleen_US
dcterms.licensehttps://hdl.handle.net/1813/103592
schema.accessibilityFeaturealternativeTexten_US
schema.accessibilityFeaturebookmarksen_US
schema.accessibilityFeaturehighContractDisplayen_US
schema.accessibilityFeaturereadingOrderen_US
schema.accessibilityFeaturestructuralNavigationen_US
schema.accessibilityFeaturetaggedPDFen_US
schema.accessibilityHazardnoneen_US
schema.accessibilitySummaryAccessible pdfen_US


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