The document discusses the challenges employees face when transitioning back to work after extended time away due to the COVID-19 pandemic. It notes issues like reverse culture shock, uncertainty, health risks, and difficulty reintegrating. It recommends strategies employers can use to support employee well-being and performance, such as ensuring a safe workplace, clear communication, flexibility, and resources to address stress, finances, and work-life balance. Prioritizing psychological well-being is key to supporting performance as employees readjust.

1. WEWELL
CONSULTING
THE RE-ENTRY CHALLENGE:
HOW EMPLOYERSCAN SUPPORT
EMPLOYEES' WELL-BEINGAND
PERFORMANCEASWE TRANSITION BACK
TO BUSINESS
Svetlana Elfimova, organisational psychologist and
well-being expert

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7. SVETLANA ELFIMOVA
Co-Founder of We Well Consulting. Head of OD,
business psychologist (MSc), organisational
change and employee well-beingexpert
WE WELL CONSULTING
WELL-BEING SOLUTIONS FOR SME
STRESS AWARENESS TRAINING
BURNOUT PREVENTION COACHING
BUILDING RESILIENCE WORKSHOPS
FINANCIAL WELL-BEING WORKSHOPS
MINDFULNESS SESSIONS AND BODY-MINDPRACTICES
www.wewellconsulting.co.uk
Svetlana@wewellconsulting.co.uk
+44 (0) 77 153 19616
London. Edinburgh

8. Schedule a call with an
Organisational
Psychologist
To raise awareness of mental
health within your team and
get practical tips onwell-being
Explore our trial. 30-
minute body-mind
practice
Invite your team to share the
benefits of a mindfulness
session

9. WEWELL
CONSULTING
RE-ENTRY CHALLENGE:
WHY GOING BACKTO
NORMAL CAUSESPEOPLE
DISTRESSAND ANXIETY

10. Reverse
culture shock,
or re-entry
syndrome
Reintegration
WE WELL CONSILTING
CONFUSION
UNCERTAINTY
HEALTH RISKS
JOB SECURITY
LACK OF FINANCIAL STABILITY
STRUGGLE TO RE-INTEGRATE
WORRY FOR OTHERS

11. WE CANNOT JUDGE HOW
OTHERS MAY HAVE
BEEN AFFECTED BY THE
CIRCUMSTANCES
DEPENDING ON HOW WE
HAVE DEALT WITH IT
personality. context. person-environment interaction

12. PRIMARY APPRAISAL
SECONDARY APPRAISAL
Appraisal / Coping model of stress
Source: Lazarus & Folkman, 1984
STRESSOR
S
STRAIN
S
Extended isolation period
The cognitive or physical demands of work

13. DATA POINTS
OF THE IMPACT OF COVID-19
ON THE ECONOMY OF THEUK
7,5m workers
on furlough,
costing £14bn
a month
268,000
Bounce Back
Loans have
been issued,
worth £8,3bn
36,000 loans
worth over
£6bn through
Business
Interruption
Loan Scheme
1.8 million
Universal
Credit claims
since the
crisis began

14. WEWELL
CONSULTING
PHYSIOLOGY OF STRESS

15. STRESS IS A MAJOR CAUSE OF
SICKNESS ABSENCE IN THE
WORKPLACE
InGreat
Britain
STRESS COSTS
PER YEAR
5bn

16. CHRONIC stress
(long-term stress)
ACUTE stress
(short-term stress)

17. Increased heart
rate;
Elevated blood
pressure;
Dizziness;
Muscle tension;
Headaches.
Body reaction:
Brain reaction:
WE WELL CONSILTING

18. BURNOUT SYMPTOMS
ARE CONTAGIOUS!
Chronic stress may lead
to burnout
Perfectionism in people
increases risk of
burnout
Lack of recovery is
associated with with
burnout
WE WELL CONSILTING

19. SIGNS OF STRESS
IN AN EMPLOYEE
-Twitchy or
nervous
-Mood swings
-Injuries at work
-Headaches
-Chest pain
-Increased
emotional
reactions
-Arrive for work
later
-More time off
-Being withdrawn
-Loss of
motivation

20. Kubler Ross Change Curve Model

21. WEWELL
CONSULTING
WHY MANAGING EMPLOYEE
WELL-BEING IS IMPORTANT
FOR BUSINESSES

22. Mental ill health is
responsible for 72
million working days
lost and costs £34.9
billion each year
At any given time, 1in 6
working-age adults have
symptoms associated with
mental ill health
40% days off sick
due to mental health
issues -prior to
pandemic
58% of absenteeism
in public sector due
to mental health
problems
Common mental health
problems: The most
common reason for
people to take time off
work, ahead of
musculoskeletal diseases
792 million people
are affected by
mental health
issues worldwide
Sources: NHSl HSE; CIPD; media; ONS

23. HOW DO WE
ADDRESS IT
THROUG
H
SITUATIONAL
ENGINEERING &

24. Employee well-being support and
assistance programmes
(yoga, mindfulness, meditation)
Stress management and resilience
training
Awareness trainings
for line managers
Rehabilitation schemes
For those recoveringfrom illness
Promoting healthy work conditions
and practices
Providing access to immediate and
sustained support
Health & safety policy
and practices evaluations
ACT and CBT, counselling
Acceptance Commitment Therapyand
Cognitive Behavioural Therapy
Personality measure to raise
awareness of individual differences
Coaching focused on the
prevention of burnout
and employee performance

25. WEWELL
CONSULTING
1) ENVIRONMENT
2) COMMUNICATION
3) PERFORMANCE
PLAN / STRATEGY
How to navigate the re-entry challenge

26. ENVIRONMENT AND HYGIENE:
SITUATIONAL ENGINEERING
WEWELL
CONSULTIN
G
GOAL: CREATING AND MAINTAINING A SAFE WORKPLACE
LISTENING &
ENGAGING
EMPLOYEES
PROTECTION
AND HYGIENE
FOLLOWING
MEDICAL
ADVICE
RE-DESIGNIN G
DESKS AND
COMMON
AREASAVOIDING
CROWDS
WALK-
THROUGH THE
FIRST DAY
PSYCHOLOGICAL
SAFETY
SAFE AND
STAGGERED
ARRIVAL

27. COMMUNICATION
AND POLICIES
WELL-BEING
AWARENESS
POSTERS
SAFETY
AMBASSADORS
FLEXIBLE WORKING
COMPANY UPDATES
LEADING IN
CRISIS
ABSENCE AND
SICKNESS POLICY
COMMUNICATION
ABOUT COVID-19
LEARNING AND
SKILLS
DEVELOPMENT
EMPLOYEE VOICE&
REGULAR SURVEYS
CARE
RESPONSIBILITIES
WE WELL
CONSULTING

28. PSYCHOLOGICAL WELL-
BEING IS THE ONLY
SIGNIFICANT PREDICTOR
OF PERFORMANCE
Study: Wright et al., 2002
Majority of
employees will be
returning with
depleted mental
health due to the
challenges faced

29. HOW TO
SUPPORT
EMPLOYEE
WELL-BEING
IN SUMMARY
AWARENESS
BODY
FINANCES
FEEDBACK
Learning and development events
Encourage physical activity
Financial stability and advice
Well-being assessments
SUPPORTAccess to help
SOCIAL
MINDFULNESS
WORKLOAD
SAFETY
Human connection
Mindfulness and meditation
Deadlines, workload, expectations
Psychological and physical
COACHINGBurnout prevention
WE WELL
CONSULTING

30. WHAT IMPACTS
PERFORMANCE
AT WORK
Commitment from the company
Emotional intelligence
Psychological well-being
Physical health
Leisure time recovery and quality breaks
Working environment and equipment
Relationships at work with colleagues
Opportunities for growth and other
motivations & more

31. WHAT IMPACTS
PERFORMANCE
OUTSIDE OF
WORK
Recovery experiences outside of work that
impact performance
Mastery -learning new skills or picking up a
hobby
Psychological detachment from work -being
able to switch off mentally from work and not
think about it. Mindfulness skills can help with
that
Sense of control around off-time -recognise
what you can control and what not, and direct
time and energy to what one can control now

32. WE WELL CONSULTING
WELL-BEING SOLUTIONS FOR SME
STRESS AWARENESS TRAINING
BURNOUT PREVENTION COACHING
BUILDING RESILIENCE WORKSHOPS
FINANCIAL WELL-BEING WORKSHOPS
MINDFULNESS SESSIONS AND BODY-MINDPRACTICES
www.wewellconsulting.co.uk
Svetlana@wewellconsulting.co.uk
+44 (0) 77 153 19616
London. Edinburgh

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