How might we address anxiety in the workplace, especially around COVID-19?

SOLUTION: TAP IN! TAP OUT!

Anxiety disorders impact 19% of the U.S. population every year and are expected to spike during the COVID-19 Pandemic. Based on studies of previous disasters, 10% of those impacted can develop more severe problems, such as mood disorders, anxiety disorder or PTSD. The COVID-19 Pandemic also presented shelter in place and curfew restrictions which for some, increased exposure to abuse.

In an effort to recognize employers will be compelled to acknowledge employees who experience anxiety in the workplace and offer specific, tangible interventions for mental health care support to their employees, we present, “Tap In, Tap Out.” The program includes both a digital and manual engagement methodology for employees to openly acknowledge their need to temporarily tap out of work duties. “Tap in” is the counterpart component - encouraging leaders and managers to pay special attention to setting clear expectations during these not-normal times. Together, “Tap in, Tap Out” creates an easy-to-understand behavioral framework for leaders and employees that leverages what we know about successful anxiety mitigation: Communicating clear expectations, supported by the flexibility to find personal time and space.

WHAT WE LEARNed DURING DISCOVERY

We used Simple Poll to narrow our focus to Leaders or managers who should recognize
how to reduce/prevent conditions that exacerbate anxiety: “How might we help leaders/managers adapt workplace conditions to provide support [relief?] to employees experiencing anxiety
due to COVID-19?”

Our initial collaboration on the Discover research questions included creating an Empathy Map. We also shared our personal stories of impact and experience. The Map, stories and experience
were captured by using post-it-note statements in Mural, organized to answer three main
questions:

1. What do we already know about anxiety in the workplace?

2. What might employees with anxiety do?

3. What might employees with anxiety need?

   The Empathy Map was supplemented with additional research about current approaches to
   supporting mental health or addressing anxiety in the workplace.
   

   Among the key insights from Discovery was the rich variety of effective and innovative mental
   health support services, programs and practices that already exist - although nowhere near
   universally available. Examples of these can be found in our discovery documentation.
   

   At a very basic level, these programs and practices divide into two types: Those supported by
   trained mental health professionals, and those that are not (i.e. they are peer programs, or self-
   help, or good practices for individuals or leaders).
   A related insight was the potential discomfort even empathetic leaders may feel: They do not
   see themselves as trained mental health professionals; nor wish to be. Related to this:
   Individuals may feel more comfortable sharing their anxiety with peers than with managers, or
   by seeking the help of trained professionals.
   

   Finally, individuals with anxiety disorders may rely on two crucial elements to manage their
   workplace-related anxiety:
   ● Understanding expectations and being able to plan to meet them. The uncertainties of
   the COVID-19 workplace environment put this into sharper focus.
   ● Being able to set boundaries and to seek time and support during periods of heightened
   anxiety.

WHAT WE brainstormed DURING IDEATION

We drafted ideas on an Ideation Google spreadsheet. Each person selected a theme that
best described the type of idea: Leadership practice/behavior, individual
practice/behavior, tool, program or other.

We gained ideas and inspiration through several avenues. Personal experiences, knowing
someone close, such as a relative, co-worker, etc, who has current mental health diagnosis and
how they cope at work, reading research about current and emerging practices to address
COVID-19 anxiety.

The Ideation phase produced 8 ideas that were categorized as leader practices/behaviors; 10
ideas that were categorized as programs; 6 as tools; and 1 as other.
We used a version of dot-voting to converge on top ideas. Each team member was allowed 3
votes. Two ideas rose to the top: Setting expectations (a leader behavior) and “Tap Out,” a
program to allow individuals to signal their need for a break from work tasks.

We went into the voting knowing that one outcome may be to combine or integrate some of
our top ideas. The two top ideas were recognized by the team as being two sides of the same
issue: Leaders setting clear expectations, allowing for the “new normal,” and employees being
encouraged to self-monitor and take necessary breaks from work tasks. Tap In/Tap Out
emerged from this integration of ideas.

The Solution We Designed

Tap In, Tap Out is intended to be an internal “language” program designed to improve
communication between managers and employees in a manner that naturally facilitates
support for those experiencing additional mental health stress.

Managers are encouraged to clearly set and communicate appropriate expectations and develop a routine to be agile during uncertain times. Employees can signal to managers their current mental and emotional status and theoretically project a timeline to complete work tasks through digital means or non-digital visual indicators.

Tap In! Tap In is about clearly addressing expectations, as a leader. How and when are
employees expected to Tap In? A lot of anxiety among employees is coming from not knowing
what’s expected of you during a difficult time (ex. I have to wrangle my kids, but is everyone
expecting me to work at 100%?). Leaders should redouble their effort to adapt workplace
expectations during high anxiety times - and to communicate those expectations clearly and
regularly. This includes sharing clear expectations to clarifying work hours, creating
opportunities to share work environment constraints, encouraging open dialogue of flexible
work so everyone’s needs are met, etc.

Tap Out! Tap Out is an internal language protocol where employees can message their
manager/leader - Tap Out! - to signal they need space or time from work tasks. Many people,
especially loyal or scared employees, are overworked right now. They’re giving their all and
missing routines that are important to them. They might not even know they’re doing it. A “Tap
Out note” - in digital or non-digital, visual form - is a signal that an employee needs to
disengage from some work task, unexpectedly. Tap Out signals for employees may include a
Slack, Skype, or other profile status setting. In settings that are not digital, it may mean using a
sticker on an employee badge signalling I’m tapped in (Green) or I’m tapped out (Red). The key
is developing the signal that fits the work environment. And of course we encourage our
leaders to lead by example and take a Tap Out when they need.

The Design Team

Jeff Merrell, Tina Arnoldi, Elicia Banks-Gabriel, Jane Garza, Kathleen Wisemandle, Danielle Kayal, Susan H. Edwards, Edie Greenberg, Ellie Barhmasel, Oneka Cornelius, Leila Matta

What do you think about this solution? How have you experimented with it? Share out loud with #HRvsVirus