Data from our 2022 Work Trend Index Annual Report confirm the shift. We found that 53 percent of employees were more likely to prioritise health and well-being over work than before the pandemic. In addition, nearly half of respondents (47 percent) were more likely to put family and personal life over work than they were pre-pandemic.

Figure 1. Employee work attitudes post- vs. pre-pandemic. (Source: Microsoft, Work Trend Annual Report, 2022.)

At Microsoft, we believe technology can be a powerful ally in the journey towards better employee well-being. As such we wanted to take the opportunity to raise awareness of mental health issues and promote good practice both in and beyond the workplace.

To help you reclaim the right balance we’ve pulled together eight practical Microsoft 365-based tips to help employees and managers reshape today’s fast-paced work experience in the name of better mental health. 

1. Nurture community and connection at work

Research shows that, in a hybrid world, it’s even more important to forge meaningful networks and relationships at work. Employees who have thriving relationships with team members report better well-being than those without (76% vs. 57%).

To help you reconnect and find belonging at work, Microsoft Viva Engage – an add-on in Outlook – enables you to share work and experience with colleagues. Join digital communities and conversations, find answers to questions, and inspire others with your stories. You can also connect via the announcements, to-dos and check-ins on your personalised Viva Connections dashboard.

2. Book focus time each week

If meetings are dominating your days or weeks, it can be stressful to keep on top of incoming emails, messages and resulting actions. It’s also hard to focus on challenging work when you only have small chunks of time between meetings.

Blocking out time every day or week to focus without interruption can help. The Wellbeing tab in Microsoft Viva insights contains a section called “Take action to improve your wellbeing”, in which you can create a daily focus plan.

To help you stay in control and also step away from work, other available well-being features include:

• Make time for messages
• Schedule emails for later
• Take a break or two
• Make time for lunch

To help you concentrate, your status in Microsoft Teams will auto-switch to Focus during booked focus time. You’ll only get notifications for messages that are urgent or from contacts with priority access.

3. Schedule times to manage email

Most office workers check their email regularly throughout the day. But it’s a battle to get work done if you spend most of your time responding to tactical requests from other people.

Try limiting when you check emails to two or three slots per day. Disabling email notifications will help reduce the temptation. This can easily be done in Microsoft Outlook – go to the File tab, select Options, select Mail, and in the Message arrival section, uncheck Play a sound, Show an envelope icon in the taskbar and Display a Desktop Alert:

4. Stay on top of your to-do lists

A helpful way to get something off your mind is to write it down. But how many to-do lists do you have? Perhaps a grocery list on the back of an envelope, a list of things to do in notes or a phone app, maybe some tasks in Outlook?

You might also have flagged emails to get back to, not to mention a task someone has assigned you in Planner.

You can organise this avalanche with an app like Microsoft To Do. It’s free and syncs across Windows 10 and 11, iPhone, Android and the web. It’s also integrated with Outlook.com, making it easier to manage all your tasks in one place.

Planner tasks assigned to you also appear in To Do under the Assigned to you list:

5. Set limits to your working day

Outside the typical pre-pandemic 9am-5pm work spikes, a third productivity peak sometimes occurs – especially through after-hours emails. While working remotely can make this habit more tempting, it’s crucial to set boundaries to your working day and give yourself a break.

To do so, select the Wellbeing tab in Viva Insights and use the “Disconnect with quiet time” card, which allows you to set your quiet time.

As a manager or leader, you can also use Viva insights to help ensure your team properly disconnects after work. View their total weekly after-hours collaboration time and, if needed, recommend changes.

Taking a well-earned holiday? Set your Out of Office and stop syncing Outlook on your phone to remove temptation. You might even want to remove work apps from your phone to avoid peeking at emails.

6. Be aware of your after-hours impact on others

This follows from the previous point. While minimising after-work hours is an ideal, we recognise that work schedules must flex for many reasons. Some people are night-owls; others may choose to work late to prepare for a busy day ahead.

Whatever the case, we need to be aware of the impact our habits may have on others. For example, after-hours working in a hybrid setting can cause remote colleagues to feel under pressure to always be available online.

To help avoid this, Viva Insights can show you the after-hours impact you impose on co-workers. Its coaching tools can also help you build smarter habits.

If you must work late, minimise any unwanted impact by saving emails to your Drafts folder until business hours, or schedule the delivery of your email using Options > Delay Delivery:

7. Work the way that works for you

A key strength of technology is its potential to support inclusiveness, empowering everyone to access tools the way that suits them best. Microsoft 365 apps come with built-in accessibility features for a more comfortable experience at work. For example, Microsoft Teams supports inclusive collaboration in hybrid meetings with captions and live transcripts, which can help people who are deaf or hard of hearing.

To enable a personal and human touch in virtual meetings, Teams also incorporates live React controls (at the top of the meeting view).

8. Pay attention to the present moment

Mindfulness is about being aware of your body, mind and feelings in the moment. Practising it can improve your sense of well-being and how you approach challenges.

In Viva Insights, you’ll find guided meditations and focus music, including content from Headspace. Take a break to support your mental health.

Seizing the opportunity

We hope our commitment to well-being has a positive ripple effect in today’s workplace. However, while technology can help promote a healthier work-life integration, only we ourselves – workers and leaders together – can deliver it.

Find out more

• Work Trend Index Annual Report (2022)
• Microsoft 365
• Microsoft Viva
• Microsoft Teams

About the author

David manages Microsoft UK’s Employee Experience business, overseeing a suite of solutions designed to enhance employee engagement and boost business performance.

The post 8 ways Microsoft 365 solutions can empower employees to prioritise well-being appeared first on Microsoft Industry Blogs - United Kingdom.

We spoke to Stephen Phipson, CEO of Make UK; Phil Hadfield, Country Director of Rockwell Automation; Ruth Nic Aodih, Executive Director at McLaren Automotive; Rina Ladva, Sector Lead, Manufacturing and Resources UK at Microsoft; Thierry Malleret, Managing Partner from The Monthly Barometer; and Juergen Maier, Chair of Made Smarter.

What have been some of the positives to emerge in manufacturing this year?

While the events of this year created disruption to supply chains, processes and our daily working lives, it has been refreshing to see how manufacturing business leaders quickly adapted to reflect the new ways of working.

As we return to work and operations in the new normal, we need to take advantage of these new technologies, and we are already working with industry bodies like the HVMC and AMRC to do so. Data and analytics can help us engage customers in new ways or even create more resilient supply chains. Digital Twins and AI can help us build more agile factories, and digital workspaces can help our teams stay connected no matter where they are, securely. During the session the panel shared their thoughts on the opportunities and challenges in these areas:

Stephen Phipson: “One advantage has been to heighten the awareness of digital possibilities. We need to dispel the myth about this being incredibly complicated and expensive for SMEs. The other opportunity is the UK is a world leader in innovation in manufacturing. We need support to scale up.”

Ruth Nic Aoidh: “There is a huge amount of innovation happening in the UK and we need to bring it to market. We took the Ventilator Challenge at McLaren; one of the things it highlighted was the ‘can do’ attitude that exists in UK manufacturing already. If we work cross sector, we can achieve anything and hopefully we will see more collaboration as well.”

Rina Ladva: “One of the challenges we faced at Microsoft was not just innovating but adopting and developing what technologies we already had. Microsoft was involved in the Ventilator Challenge as well. We brought together companies who were competitors in the past, to leverage data and collaborate. Some of the collaborators never met in person. Another benefit was that things were now getting done quicker.”

Phil Hadfield: “The pandemic has really emphasised the importance of adopting digital technologies with open standards to help manufacturing achieve greater flexibility. We’re having more virtual meetings, more remote maintenance and digital modelling; we’re using digital tools to accelerate production and improve cost efficiency and to minimise human interaction in the workplace. We also need to contextualise data from smart devices more and turn it into strategic information.”

Thierry Malleret: “The pandemic has given us a chance to reset our world. The race is on to a more sustainable future. It will be accelerated by rising activism of the younger generation. A new phenomenon is the combination of youth activism and investor activism and this will accelerate over the coming months and years.”

Jurgen Maier: “COVID-19 has, no question, accelerated the need for the adoption of digital technology. But the implementation has taken place in what I’d call ‘light tech’ areas, like remote monitoring and web conferences. In terms of ‘deep tech’,  less than 20% of manufacturers are really engaging with this more complex technology. We’re brilliant innovators in Britain but we’re not very good at being integrators of technologies.”

This question then led on to policy. In order for the UK organisations to remain competitive, they need to make incremental changes to attract the right skills, talent, tech and leadership. Currently, nearly half (46%) of British organisations fall into the worst performing category, posing a real threat to UK prosperity.

What should be the role of the government?

Another key discussion topic in the session was the role of the government. The panel concluded that in order to be successful, UK organisations need strong support from the government. They can help with access to the rights tools and resources or run fund initiatives to help enable the right set of digital and data skills. Most importantly, they need to incentivise organisations in the long-term to make these changes to support the UK recovery and emerge more prosperous and drive innovation.

Stephen Phipson: “ The government has done well short term with things like the job retention scheme. But over successive administrations, we have not been long term enough… Manufacturing is a long term game. The French and Germans are taking a much longer term view with regards to support. The UK recovery is going to take longer than government first estimated.”

Phil Hadfield: “I think the situation accelerates the need for manufacturing to train employees to leverage a digital future. Manufacturing also needs to have an ongoing dialogue with academic institutions and to make engineering more appealing and diverse. This all requires help from the government.”

Rina Ladva: “I think there is definitely more we can do with government support around common data platforms and data mechanisations. We’re hearing from our customers about getting the data strategy right. We also need to empower the next generation of skills and drive digital transformation quicker.”

Ruth Nic Aodih: “The government offered welcome support in the initial stages of the pandemic. But we’re not in recovery yet. I would ask two things of the government: firstly, we need to know what the medium to long term support will look like… Recovery is optimistically 18 months away. Secondly, I’d implore government to look at the supply chain… If we don’t support the suppliers and technology-leading SMEs, we’re going to see a massive impact on the bigger manufacturers. So I would say to government, what happens next?”

Thierry Malleret: “If the UK does not embrace wholeheartedly the fourth (digital) industrial revolution, it is doomed to fail. An industrial strategy or policy doesn’t give you a competitive advantage. But you do need one. Success will depend on things like how you relate to trading partners, how you harness the power of globalisation and the Brexit outcome. But we don’t know yet how Brexit will take shape. You can’t consider industrial policies in a silo; it has to relate to other circumstances.”

Jurgen Maier: “It’s not all doom and gloom; I think the situation will rally the industry, people will get incredibly passionate and, through innovation, we will find a way to get through this period. However, it would be incredibly helpful as an antidote to all of this, especially since we have Brexit on top of everything else, if we could learn more from Germany and France and inject a bit more of their long termism and their scale of investment.”

Creating a blueprint for UK competitiveness and innovation

A clear call to action from the panel’s industry experts is now is the time to build on our people’s skills and technology to drive innovation for not just recovery, but to create a competitive and exciting shared future for the UK.

This was emphasised in a recent study by Goldsmiths, University of London in partnership with Microsoft. It found that the UK economy could receive a £48 billion boost if companies leveraged digital technology to enable agile changes to employee and cultural transformation.

In the research, Clare Barclay, CEO of Microsoft UK, said: “UK organisations face a unique moment…The tech intensity that was starting to gather pace before the pandemic struck has become turbocharged – to keep up, leaders must act decisively and quickly. Small changes in approach to investment, people and technology can quickly boost the UK’s competitiveness, giving our economy the best chance of success in the post-COVID and post-Brexit era.”

To successfully navigate the current climate, and importantly thrive in the future, there is a need to deliver against four key areas:

• Talent
• Technology
• Future readiness
• The ecosystem.

Together, these four dimensions represent the key ingredients in any organisation’s future success.

In the research there was huge emphasis on the fourth area – the ecosystem and partnerships. It found that a collaborative approach, is absolutely essential to accelerate innovation and industry transformation, both at pace, and at scale. This is why Rockwell Automation and Microsoft are committed to working together to help customers deliver the right skills and technology to successfully navigate the current uncertain climate in manufacturing, and prepare as well as possible for the  new normal that is already emerging.

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About the authors

Rik joined Microsoft at the start of 2020, with responsibility for Microsoft’s strategy across manufacturing, energy and resources in the UK. He is Microsoft’s lead when working with regulators, industry bodies, industry partners, and our largest customers to ensure Microsoft enables the needs of industry. Since joining, Rik has become a board member in techUK’s Smart Energy & Utilities working group, techUK’s Digital Twin steering board, UK Research & Innovation Manufacturing Made Smarter board, and the BIM4Water Digital Skills steering group. Prior to Microsoft, Rik worked at Cisco for 13 years, with global lead roles in energy and resource industries, IoT and security, and digital transformation.

He has an MBA in international leadership and is currently studying for a Masters in Green Economy.

Phil studied with the Open University, where he gained his BSC (Hons) in Engineering, in 2000.

He joined Rockwell Automation in 2005 and has over 20 years of automation sales experience in a variety of different industries. He is responsible for overseeing continued growth of Rockwell Automation products, solutions and services in the UK, and leading the continued expansion of The Connected Enterprise principles that help its customers expand human possibility in the era of Industry 4.0.

A registered STEM ambassador he is passionate about enthusing the next generation of engineers, Phil has also recently been engaged across EMEA in a strategic role relating to the company’s investment into PTC.

Follow Phil on LinkedIn where he publishes his blogs and other company news, and posts regularly on issues most important for UK industry and its growing importance to the UK economy.

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