Post by soyeb19 on Feb 18, 2024 6:07:44 GMT -5
Meanwhile, in the first quarter of this year, absenteeism due to IT has caused the loss of 4.9% of agreed hours . In the aforementioned AMAT report, it was pointed out that, even in the event that in some year there has been a decrease in leave, as exceptionally happened in 2021 compared to 2019, the cost of the benefit in 2021 has been i increased by 15.59% compared to 2019, mainly due to the increase in the average duration of the processes.
From his point of view, “when we talk about psychosocial risks in the workplace, we tend to think about extreme situations such as sexual harassment or mobbing, that is, risks derived from actions or comments from superiors or coworkers.
This social perception, however, ignores a good part of the conflicts that form the basis of psychosocial risks and temporary disability processes derived from work. For Valero, they speak, specifically, "of excessive workloads, presenteeism and the poor implementation of teleworking, the lack of clarity in the functions of the position , the existence of contradictory orders, the lack of participation or opinion of the worker in decisions that may affect them, poor communication when addressing organizational changes in the company.
Along with this, we must mention the ineffective communication, the gender gap and the glass ceiling, the occupation in functions below the capacity of the worker or the difficulties for promotion Whatsapp Database and vertical careers. In short, the factors that affect the perception of well-being at work are multiple and all of them must be valued and attended to, since all of them ultimately affect health.
From their point of view, “companies have multiple tools to channel the protection of psychosocial risks for workers, such as prevention plans, anti-harassment protocols, equality plans or complaint channels .” In his opinion, “well-employed employees will become powerful allies to improve the work environment in the organization and reduce absenteeism,” he clarifies.
As a solution to the problem, Valero believes that “the prevention of psychosocial risks must permeate the company's culture , training and raising awareness among management, staff and stakeholders. People must be the center. In his opinion, “the cost of not doing so will be very high for working people (anxiety, stress, leave, permanent disabilities, suicides …) but also for companies (decreased performance, increased absenteeism, problems retaining talent, turnover). labor and lack of experience in the workforce…).” In the end he warns that “we are facing a false dilemma since there is only one correct solution.
From his point of view, “when we talk about psychosocial risks in the workplace, we tend to think about extreme situations such as sexual harassment or mobbing, that is, risks derived from actions or comments from superiors or coworkers.
This social perception, however, ignores a good part of the conflicts that form the basis of psychosocial risks and temporary disability processes derived from work. For Valero, they speak, specifically, "of excessive workloads, presenteeism and the poor implementation of teleworking, the lack of clarity in the functions of the position , the existence of contradictory orders, the lack of participation or opinion of the worker in decisions that may affect them, poor communication when addressing organizational changes in the company.
Along with this, we must mention the ineffective communication, the gender gap and the glass ceiling, the occupation in functions below the capacity of the worker or the difficulties for promotion Whatsapp Database and vertical careers. In short, the factors that affect the perception of well-being at work are multiple and all of them must be valued and attended to, since all of them ultimately affect health.
From their point of view, “companies have multiple tools to channel the protection of psychosocial risks for workers, such as prevention plans, anti-harassment protocols, equality plans or complaint channels .” In his opinion, “well-employed employees will become powerful allies to improve the work environment in the organization and reduce absenteeism,” he clarifies.
As a solution to the problem, Valero believes that “the prevention of psychosocial risks must permeate the company's culture , training and raising awareness among management, staff and stakeholders. People must be the center. In his opinion, “the cost of not doing so will be very high for working people (anxiety, stress, leave, permanent disabilities, suicides …) but also for companies (decreased performance, increased absenteeism, problems retaining talent, turnover). labor and lack of experience in the workforce…).” In the end he warns that “we are facing a false dilemma since there is only one correct solution.