Published by WorldatWork on February 15, 2024.
Written by Tom Starner with input from BAN’s Bobbi Kloss
With demanding roles tied to a higher degree of stress, frontline workers are less aware of employer mental well-being benefits, more likely to say they do not have a problem and — even when acknowledging a problem — are less likely to reach out for help than their non-frontline colleagues, according to a new study.
meQuilibrium’s (meQ) study of 1,183 U.S.-based workers found that when compared to their non-frontline counterparts, rates of anxiety and depression among the latter are 33% and 61% higher, respectively, and when facing high stress, frontline workers also are 30% less likely to seek out professional assistance.
“Frontline workers regularly interact with frustrated customers, work irregular shifts, lack paid time off and have minimal autonomy over duties assigned by managers,” said Brad Smith, Ph.D., chief science officer at meQ. In turn, that can contribute to higher rates of burnout, anxiety, depression and secondary traumatic stress, compared to their corporate colleagues.
“Unfortunately, frontline workers are often unaware of their well-being options and their irregular hours can impede appointment scheduling, resulting in a gap between their needs and use of relevant benefits,” Smith said.
Reasons for Not Seeking Help
Bobbi Kloss, vice president, human capital management services at Benefit Advisors Network, said there are historical reasons for frontline workers’ reluctance to seek help.
“Consistently throughout generations, frontline workers bear the burdens and the weight of not only their own personal struggles, but those of the company itself,” she said.
For example, when sales slump and revenue drops, cost containment becomes a priority. As management looks at previously set goals and metrics, frontline employees often are the first to be affected by these negative business results, Kloss said.
Absenteeism may be frowned upon, Kloss said, and employees may fear reprisal for taking paid-time off when times are tough and companies’ margins are tight.
“Workers can’t afford to rock the boat and risk losing their job, which is a main reason why they are less likely to reach out for professional assistance,” she said.
meQ’s study also found frontline workers avoid missing work to care for themselves or family members.
“Paid time off (PTO) is a scarce resource,” Smith said, “and some frontline employees are reluctant to use it for anything other than vacation.” This reluctance to use PTO to seek help, he said, can be exacerbated by adversarial labor/management relations and a distrust of management-provided benefits.
On top of those reasons, Smith said, this employee population is hard to reach due to their “frontline-ness.
“Most are not at a desk all day and may not be included in the normal corporate messaging loop,” he said.
Create Better Communication Channels
Smith offered a few ways employers can better communicate mental well-being benefits for frontline workers:
- Choose the right channels for communication at work, such as home mailers, table tents and breakroom posters. To be more effective, couple these messages with testimonials or word-of-mouth endorsements from frontline wellness champions.
- Tailor messaging appropriately to the frontline population, focusing on common triggers like sleep, financial stress and safety.
- Use relatable imagery of other frontline workers in creative materials.
Managers should also recognize that while employee assistance programs (EAPs) are designed to address individual, team and organizational problems, they are largely unknown to frontline workers.
“By providing and educating employees about holistic benefits, including mental health, employers can help reduce employee stress while demonstrating that they value their skills and care about them as people,” Kloss said. “In addition, it creates a culture of caring that can attract and retain talent.”
The rewards for bridging the gap are rich, meQ’s Smith added.
“Employers who rely on these essential employees have a vested interest in closing this gap through proactive outreach and education to improve benefit awareness and utilization around mental well-being,” he said. “Closing this knowledge gap can lead to a healthier, more productive workforce.”
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