Friday, August 9, 2024

"Stressed before the wedding? A therapist could help"/ "4 wedding red flags that are telltale signs a couple won't last, according to a dating coach"

Dec. 8, 2019 "Stressed before the wedding? A therapist could help": Today I found this article by Alyson Krueger in The New York Times.  The customer Gregory gave me the section.  This reminds me of the TV show Starting Over where this Filipino woman Jennifer is preparing for her wedding.  Her goal is to mainly "Surrender control." 
This is a really good article about therapy and self- help.  It's not only for people getting married:

Parts of Shira Notrika’s wedding planning were fun. And parts definitely were not.
Ms. Notrika, 30, who lives in London and is qualifying to be a lawyer there, was married Oct 27. She was happy with her wedding location, an underground ballroom that used to be an 18th century vault. She also thought it was fun to be close to the Tower of London.
But the process took an emotional toll. She has a sister who bickered with her every step of the way. Ms. Notrika also has multiple sclerosis so drama can and often leads to physical strain. There were nights she was so upset, she couldn’t sleep.
“Planning the wedding has been a breeze, but I wasn’t anticipating the stress around dealing with other people,” she said. “I was regretting having a wedding at all and regretting not just eloping.”
One day in March, during a particularly troublesome period, an advertisement popped up in her Facebook newsfeed for AisleTalk, a counseling service for people planning weddings.

It was started by Landis Bejar, whom she knew in high school from Miami and who is a licensed therapist now based in Manhattan. For the next few months they held six Skype calls where she picked up tricks to face the family turmoil without getting so upset.
“I can’t predict what my sister is going to do, but I can anticipate it,” she said. 
“So Landis and I broke down her behaviors that triggered me, 
and then she taught me how to not engage with them.” 
During the rest of the wedding planning process, she employed these techniques. The result was that the next few months leading up to her wedding along with the big day were less tumultuous.
Couples and their families are turning to therapists who specialize in helping them navigate wedding planning. Some clients need help with a narrow issue and are helped after one meeting. Others are searching for broader emotional support. 
For many, seeing a therapist during their wedding planning becomes a practice they continue after the big day. After all, navigating stress and family doesn’t end after a wedding.
The reality for many couples is that wedding planning is a tricky time. Deep-rooted family problems sometimes rear up. 
Some families face financial strain or must deal with contrasting values of how money should be spent. 
It’s also a time when couples and their families are going through big, fragile transitions.
“The idea that this has to be the happiest, most blissful time in your life, that is clever advertising,” said Jocelyn Charnas, a Manhattan psychologist who offers services to brides and grooms.


Many of the problems brides and grooms face are deep-seated, involving family dynamics that have been embedded for a very long time. They can flare up during the wedding planning process.
“These problems aren’t as simple as bridal magazines make them out to be,” Ms. Bejar said. “There aren’t seven simple things you can do to reduce this kind of stress.”
Ms. Bejar founded AisleTalk in January 2018 (she had already been practicing as a therapist for four years) after witnessing her sister-in-law and mother-in-law fighting in a dressing room over the fit of the former’s wedding dress. 
“I intervened and smoothed things over, and my mother-in-law joked that I should be a bridal therapist,” she recalled. 
“I laughed, but then I started thinking about it. 
All the stress my clients and friends had planning their weddings, why doesn’t that exist?”
She now offers services for individuals, couples or their families.
Allison Moir-Smith, a psychotherapist in the greater Boston area, has run a practice she calls Emotionally Engaged, that focuses on clients planning weddings, since 2002. But in the past year she has expanded it to better suit a range of clients’ needs. 
This month she started a service for parents of brides and grooms. “There is so much pain parents feel,” she said. “Last year I worked with someone whose mother got horribly depressed during her engagement because she was grieving the loss of her daughter.”
She is also working with more grooms. “This year I’ve had four grooms, and that is a lot for me,” she said. “It’s a growing part of my business.”
Ms. Charnas, whom New York Magazine dubbed “the Wedding Doctor,” has a range of clients including couples, families, and brides and grooms. One of the issues she is helping brides and grooms contend with is social media.


“I see the pressure it puts on people,” she said. “It exacerbates the expectations on the couple, the expectations of looking a certain way, of having the same wedding Meghan Markle had.”
The costs for wedding therapy vary. Ms. Landis’ fee varies depending on the type of service and goal of the clients, but she said her median session fee is around $150. Ms. Moir-Smith also charges around $150.
Ms. Bejar reminds potential clients that wedding therapy doesn’t have to be a long, drawn-out process. She has some clients who feel better after one or two sessions.
“It can be as simple as, 
‘I can’t make a decision about who to have as my bridesmaid,’ 
or, ‘I don’t know how to have a conversation with someone about not picking them as my bridesmaid,’” she said. 
“I want people to know it can be short term. There can be a stigma of therapy, of not wanting to commit to it for a long time.”
Ms. Moir Smith agreed: “What I generally do is say, ‘Let’s work together for three sessions and turn this ship around.’ Some people just need the insight, the context that it is normal to not be totally happy during this time.”
Kimberly Perry, a 28-year-old senior account manager who lives in Brooklyn, got married at the Brooklyn Botanic Garden on June 16, 2018. She and her mother had tension before the wedding because her mother lived across the country and it was difficult to feel connected during wedding planning. She turned to AisleTalk about four months before her wedding and was shocked that one meeting, where both of them were present, did the job.


“That one session helped build trust,” she said. “It made it so we could enjoy the planning together and not be stressed about it.”
While clients don’t have to commit to a long-term relationship about a quarter of the people Ms. Bejar sees continue therapy after their wedding.
Ms. Notrika said she started seeing a therapist in London. “Even though what I have been doing with Landis has been managing the relationship and stress regarding the wedding, it made me realize this is a deeper issue,” she said.
Often wedding woes relate to a family member or friend, and it isn’t always possible to bring them into therapy.
“I’m lucky my tension was with my mom, and we were both open to seeing a therapist,” Ms. Perry said. “But if the dynamic is with your future in-laws, maybe they wouldn’t be as open to seeking help. I know plenty of couples where they couldn’t have an open conversation with their future mother-in-law.”
But she also said she understands the process is more about getting to know yourself and handle forces out of your control.
“I think a lot of people planning their wedding are like, ‘It’s fine, I’ll deal with it,” she said. “But they don’t know that instead of going through the stress, they can get rid of it.”


https://www.nytimes.com/2019/12/03/fashion/weddings/why-stress-when-you-can-see-a-wedding-therapist.html


My opinion: I like the last line: 

“But they don’t know that instead of going through the stress, they can get rid of it.”



Apr. 15, 2024 "4 wedding red flags that are telltale signs a couple won't last, according to a dating coach": Today I found this article by Maria Noyen on Yahoo:

  • A dating coach says you can often tell whether a couple will last based on their wedding.

  • Anwar White, who has more than 580,000 TikTok followers, outlined four red flags at weddings.

  • His telltale signs include how much the bride or groom acts out and who's mentioned in the speeches.

Wedding season is right around the corner.

If you're attending nuptials this year, Anwar White, a dating and relationships coach, says there are a few signs to look out for to determine whether the marriage will last.

White — who has advised clients on how to find love for 14 years and regularly shares dating advice with his more than 580,000 followers on TikTok — outlined four red flags at weddings that foreshadow speedbumps ahead for the couple.

White shared the markers that a marital union might not be long for this world in a video posted on TikTok on April 3. The clip has 1.6 million views.

Here, he breaks down each red flag to look out for at weddings this year.


A groom shoving cake into a bride's face could be a sign of underlying aggression, White says.

White says one of the biggest red flags that a couple won't work out in the long run involves wedding cake.

For some, it's tradition for the bride and groom to rub cake on each other's faces before the dessert is served to their guests. White says paying attention to how the couple approaches the act of rubbing cake is key.

"If it's loving, if it's more of a caress, that's one thing," White said. But if the cake rubbing is more forceful, he says, it indicates that the groom may harbor "deep-seated aggression" and is comfortable humiliating a partner.

"If a groom is willing to do that in front of your friends and family, I can't imagine what he's willing to do in the privacy of your own home," White said.


If either the bride or groom shows off during the wedding, it shows they aren't willing to share the spotlight, White says.

"When I see someone pulling focus to themselves, that lets me know that they're trying to make this event about them and not about the union," White said.

Examples, he says, include if the bride or groom puts on a skit that involves dancing or singing or if there's a comedic interlude or show-off moment when walking down the aisle or during the reception.

"These are all moments where it's about me, it's about me, it's about me," he said. "That's something that I always look out for, and when I see it, I'm like, 'OK, I can see how this relationship is going to be.'"

White also says he pays attention to whether the bride or groom refers to the wedding as "my day" instead of "our day."


A big wedding can also be a sign that a partner's priorities are in the wrong place, White says.

Some of the most successful marriages White has seen have started with an elopement or a more casual celebration.

By contrast, he says, some of the least successful couples hosted elaborate weddings, which can come across more like spectacles than authentic celebrations of love.

"A lot of brides really try to make the wedding as big as possible. And that is often a telltale sign that a bride is more focused on the wedding than they are on the marriage," White said. 

"What this means is 'I care about what other people think more than I care about the actual union.'"


If family members' speeches don't refer to both partners, it's a sign they don't like or don't know who their loved one is marrying, White says.

People giving wedding speeches will devote most of their remarks to the person in the couple they know best, White says.

But somewhere in the speech, he says, there should be at least a mention of the other person.

If the speech-giver is solely focused on their person, he says it could mean one of two things: "One, they don't like the person. They are going by the old mantra of if you don't have anything good to say, don't say anything at all. Or two, they don't know the other person enough."

"What you want to see is positive things being said about the other person and how they represent themselves in your person's life," he said.

Friends and family can be better judges of whether a relationship will last than the people actually in the relationship.

White says he likes to refer to friends and family of his clients as their "love jury" because they can help individuals "have all of the perspectives" they need to make "the most informed decisions" about their romantic lives.

Even if the wedding red flags aren't foolproof, White says, they can be indicators of a relationship's success.

White knows his red flags aren't an exact science.

"None of these are always right," he said. "But these are things that you can look at and be like, 'OK, this is interesting.'"

Backing up his theories is years of experience, both as a relationships coach and a frequent wedding guest.

"I probably go to a wedding once a quarter," White said. "Maybe one out of five, sometimes two out of five, will have some of these markers in it."

Read the original article on Business Insider

https://ca.yahoo.com/style/4-wedding-red-flags-telltale-113501165.html


These are the other 2 blog posts:

"Only fools work in August, so why is everyone still working this year?"/ "More office workers call in sick on August 24 than any other day"



"Why older CEOs hate letting employees work from home"/ "Older and younger bosses don't agree on remote work"




My week:



Wed. Aug. 7, 2024 "Colin Farrell Starts Foundation in Honor of Son with Angelman Syndrome as He Opens Up About Their Life (Exclusive)": Today I found this article by Julie Jordan on People and Yahoo. I like this because it's about helping people and charity:


As for the foundation, Farrell has "for years wanted to do something in the realm of providing greater opportunities for families who have a child with special needs, to receive the support that they deserve, basically the assistance in all areas of life," he says.

James, and those like him, have "earned the right to have a greater degree of individuality and autonomy on life, and a greater degree of community."

For now, the actor chooses to believe "that if James knew getting his photograph in the back garden with me, which is not my favorite thing to do, if us doing this could help families and other young adults who live with special needs, he would say, ‘Dad, what are you talking about? Why are you even asking me? It’s a no-brainer,' " Farrell adds. "So that’s why we’re doing it. This is all because of James— it’s all in his honor.”

For more information or learn how you can offer support, visit www.colinfarrellfoundation.org.




Sat. Aug. 3, 2024 Downtown Farmer's Market: I went there this morning.  I was on Facebook last week, and saw that it was open.

There are lots of:

-fresh fruits and veggies, 
-some alcohol from breweries
-baked brownies, cookies
-lemonade
-jewelry
-art: paintings, prints
-seafood

Live performances 

You can bring your dog.


There are a few new restaurants at 104 St.

Dare Ulitmate cookies: I bought the lemon, chocolate fudge, maple cookies.  They're $1.88 at Shoppers Drug Mart. I never tried these before.  They're average.


Dare Whippet: I remember I tried the Whippet flavors from Wal- Mart. They're like marshmallows and covered in chocolate with a flavor in them.



Hostess cupcakes: The Shoppers Drug Mart don't really sell these, but there was a vanilla one on sale for $2.50 so I bought it.

"Why older CEOs hate letting employees work from home"/ "Older and younger bosses don't agree on remote work"

Jul. 18, 2022 "Why older CEOs hate letting employees work from home": Today I found this article by Gillian Tett on the Financial Post:


Earlier this summer, I moderated a dinner debate for the New York Stock Exchange with a clutch of esteemed U.S. chief executives. I expected an earnest discussion about inflation, supply chains and the war in Ukraine. But that’s not what I got.

After one CEO asked a question about the merits of hybrid work, the conversation suddenly became highly emotive. A show of hands revealed most CEOs disliked the policy of remote working. Another showed most were only getting their staff into the office for two days a week at best.

Their dilemma was painfully clear. 

Should they force staff to return by threatening to fire them, as Elon Musk recently did at Tesla Inc.? 

Strongly urge them to return, like Wall Street bosses such as David Solomon of Goldman Sachs Group Inc.? 

Or take the same route as Tim Cook of Apple Inc., who initially demanded curbs on remote work but was forced to compromise after mass protests?

As the debate raged, it turned this economics dinner into something more like a communal corporate therapy session. “It’s the biggest single issue,” the boss of a Midwest industrial group forlornly admitted.

Last month, it happened again, this time while moderating a discussion with an earnest consultant from EY. We were supposed to debate macroeconomic issues but as soon as someone uttered the phrase “remote work,” the conversation was hijacked.

Once again, middle-aged executives said they wanted employees to return to the office. 

On this occasion there were also younger workers present, and they were equally vehement that they wanted to work mostly from home. The only exception to this generational divide was one middle-aged software CEO, whose staff had always worked remotely.

The arguments were intense and driven by culture as much as logistics and economics. 

As a family therapist might say, the debates showed the generations often “talk past each other.” The same words can mean very different things to people because their assumptions clash.

Take productivity. Workers like me who started their careers towards the end of the 20th century assumed offices were more “productive” than home. 

“Going to work” was synonymous with “going to the office” and was defined in opposition to home, which was linked to time spent not working.

But for anthropologists, this mental split was an anomaly when set against most cultures throughout history. Today’s laptop-wielding workforce seems to underline this. 

To them, being in an office can seem less productive since “you end up socializing and that stops you doing your job,” as one young banker told the EY debate.

To this, the older generation would retort that conversation is never a waste of time;

it fosters teamwork 

and leads to the unplanned encounters that spark creativity, 

not to mention the personal contact needed to manage people. 

I was repeatedly told all this by the CEOs I was interviewing.

But digital natives grew up managing social relations in cyberspace as much as in the real world. 

The latter does not always trump the former in their eyes; they think “managers just need to learn to manage remotely,” one said.

There is a third key point of tension: apprenticeships. Though the concept is most often associated with blue-collar work in the west, it also mattered for 20th-century white-collar professionals. 

Today’s established lawyers, bankers, accountants or journalists usually learnt their craft by observing others and through immersion in an office.

This wasn’t just because they needed to acquire technical skills. The key issue was the transmission of culture. 

Offices were where the younger generation learned to 

network, 

comport themselves at work, 

manage their time 

and so on.

In anthropologist-speak, the office was an environment where deeply ingrained rhythms were seamlessly conveyed and reproduced from one generation to another.

Today’s corporate leaders take it for granted that the culture transfer matters, hence the existence of summer internships. 

But not everyone shares this view, especially when so much else is in flux and many of the older generation are struggling to make sense of an increasingly digital world.

It might prove to be a temporary clash. Another theme that emerged from these debates was that most older executives blithely assume it will be easier for them to put an end to remote work when the summer is over — and if a recession hits.

But this assumption may be misguided too; surveys from groups such as Gallup consistently show most people working from home today expect to continue to do so, most of the time. It is a fascinating moment to be a corporate anthropologist and a nightmare for those CEOs.

© 2022 The Financial Times Ltd.

Older CEOs hate letting employees work from home | Financial Post

It’s an experiment. Sometimes they succeed and sometimes they fail. We’ll find out in about 10 years. Make note of 2019 and keep asking “are we better off now?” My guess is everyone will be miserable but claim they’re happy. Kinda like today’s progressives. They claim they enjoy the ArriveCan app as an example.


I've read elsewhere that it is a jealousy deal, we were never able and why should you.




Jul. 20, 2022 "Older and younger bosses don't agree on remote work": Today I found this article by Matthew Boyle on BNN Bloomberg:

Bosses and workers rarely agree on what matters when it comes to the future of work. But there’s division even within the c-suite, particularly regarding the disparate treatment remote and in-office workers can face.

Younger executives cited those inequities as their top concern around flexible work arrangements, 

but the same issue ranked dead last among their older counterparts, 

according to the Future Forum, a research consortium backed by Slack Technologies Inc. 

The group of about 100 older executives, most of whom were in their 50s, said

 coordination of hybrid-work schedules was their top concern, 

followed by productivity

and learning. 

The 400 or so younger execs also fretted about 

scheduling, 

along with culture. 

The research exposes a generational divide in which executives closer to retirement age, who’ve spent decades in offices and prefer to manage workers they can see in person, 

differ from younger managers in their 30s and 40s, who are generally more accepting of hybrid arrangements and keen to make sure they benefit everyone. 

Previous Future Forum surveys have found that women and minority workers are more likely than other groups to want to work from home, 

adding to fears that the push to return to offices could exacerbate existing workplace inequalities.  

“It’s troubling,” said Brian Elliott, a Slack executive who oversees the Future Forum research, which surveys more than 10,000 white-collar workers quarterly. 

“The risk we run is that the older generation of executives is missing the fact that their diversity and inclusion goals and their future of work plans are tied together.” 

Workers have been coming back into offices in recent months, but the mass migration that many expected last year hasn’t happened. 

Significant numbers of white-collar employees have continued working from home while struggling with 

childcare, 

the grind of commuting 

and worries about rising COVID-19 cases.

Office occupancy in 10 of the largest US business districts has been stuck below 50 per cent for the entire year, according to building-security firm Kastle Systems, 

and bosses are loath to push workers back in a tight labor market. 

Still, recession fears and a rash of hiring slowdowns everywhere from Apple Inc. to Goldman Sachs Group Inc. could provide bosses with more leverage to nudge workers back.

While that push and pull plays out, organizations need to put time and effort into crafting their flexible-work policies, which usually involve a good bit of trial and error. 

The mismatch in expectations between the freedom employees crave and the amount of in-office time senior leaders want is the biggest challenge in adopting more flexible work models, according to research from the HR Policy Association, which represents employers. 

But the gap between what workers want and what their employers are mandating continues to shrink, according to ongoing research from academics led by Nicholas Bloom of Stanford University.

For example, companies juggling remote and in-office workers often try to maintain a level playing field by insisting that if one employee has to dial into a meeting, then everyone does.

Teams that work together frequently agree on which days they will all be in the office for more collaborative projects, 

and which times can be reserved for focused individual work.

Still, the phenomenon of “proximity bias,” whereby those who come into the office get ahead, persists. 

Just being seen in the office can affect 

performance evaluations, 

promotions 

and job security, 

research from professors at the University of California, Davis and North Carolina University has found. 

JPMorgan Chase & Co. chief Jamie Dimon is among the many Baby Boomer-generation executives who’ve argued that remote work is no substitute for the spontaneous idea generation that results from bumping into colleagues at the coffee machine. 

Under-represented groups, though, “want flexibility in both where and when they work,” said Sheela Subramanian, a Slack executive and co-founder of the Future Forum. 

Slack, which makes virtual collaboration software, benefits from a remote workforce.

Older and younger bosses don't agree on remote work - BNN Bloomberg


"Only fools work in August, so why is everyone still working this year?"/ "More office workers call in sick on August 24 than any other day"

Aug. 19, 2022 "Only fools work in August, so why is everyone still working this year?": Today I found this article by Pilita Clark on the Financial Post:


Instead of going on a hike with friends in the summer sunshine last Sunday, I sat inside and grumpily wrote an article that had to be finished by Monday. Annoyingly, the only person I could blame for this was me.

I could have done the work earlier if I had not had a gossipy lunch with a former boss, or rooftop drinks with people from work, or a three-hour fight with the FT’s violently user-unfriendly expenses system.

All these things were done deliberately as part of my plan to WTA, or Work Through August, a month when you can get on with loads of paperwork and catch-ups without distraction.

Or so I thought. Two weeks into the program, I am having a rethink and as things stand I am coming to the view that only idiots work in August.

Part of the problem is that in the Northern Hemisphere this year, a lot of other people seem to be on the same WTA plan. 

Maybe they are keen to make up for lost business and get back into the swing of things as the pandemic eases and the risk of recession looms. 

Perhaps they want to avoid the worst of the travel chaos gripping airports around the world. It is possible that, like me, they have personal reasons for taking leave in July or September, when in any case air fares are cheaper and beaches emptier.

Either way, my expectations have been shaken, starting with the vision of cycling to work through quiet London streets and gliding straight to the best bike parking spot at my office before finding a last-minute table at a summer-emptied eatery. It turns out that neither the streets nor my favourite restaurants are empty, and the office bike racks are still rammed.

When I get to my desk I am not surrounded by a sea of empty seats but by companionable colleagues who, unfortunately for them, I am prone to distract. This distraction takes time that might otherwise be spent doing things like finishing articles due in on a Monday.

The result is unsettling. Not long after working on that sunny Sunday, I overheard a colleague telling someone on the phone, “I’m here till the middle of August and then I’m away on leave.” This made me jealous, even though I had just had two perfectly good weeks off in July.

At first I thought I was the only one with an unexpectedly active office. But others in the city have the same problem. One friend who had his hopes of a quietly productive August dashed by office busyness blames the rise of hybrid working. 

Now that remote working is more acceptable, he thinks people are clocking on in August while also being at the coast with their families.

Elsewhere, I have heard familiar gripes that remind me how good it was to take all my summer holidays in August last year.

First, there are the losers in the race for summer leave who must fill in for absent poolside colleagues, on top of normal workloads. This should be good news for young strivers or anyone keen to make their mark. The trouble is, a lot of striving — and excellent work — goes unnoticed when one’s boss is doing what bosses tend to do in August: lie on the beach.

Even more unfairly, the same managers often come roaring back in September, fizzing with ideas. The sight of an empty desk irks them, even if it has been vacated by an exhausted August toiler finally freed from holding the summer fort. In fact, I know of August workers who wait until October to take a holiday, only to have a clueless manager bark: “What? You’re going on holiday again?”

All up, it strikes me that the world would be more civilized if there were wider recognition of summer serfdom. 

I recently came across a law in Iceland that entitles workers to extend their holidays by 25 per cent if their employer requires them to work through the official summer period.

When I asked the relevant government department in Reykjavik whether there were any signs that this idea was catching on in other countries, a helpful person said they were not aware that it was.

It seems a stretch to imagine much enthusiasm for the move in these economically uncertain times. So, it is probably best to gird oneself, embrace the inevitable and make very sure that next August, you are nowhere to be seen.

© 2022 The Financial Times Ltd

Only fools work in August, so why is everyone still working this year? | Financial Post


Aug. 23, 2023 "More office workers call in sick on August 24 than any other day": Today I found this article by Mia Gindis on the Financial Post:


Perhaps it’s the inexplicable craving for a day off ahead of the big Labour Day holiday.

Perhaps it really is a stomach bug, or that more recent fiend — the coronavirus. And of course, it might just be the blues at the end of summer.

Whatever the reason, Aug. 24 is when American workers most often tell their bosses they simply cannot work that day.

The other day workers typically fail to show up? 

Feb. 13, usually around the Super Bowl and Valentine’s Day. Tough to guess why.

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These dates came from a study by Flamingo, a firm which helps companies manage employee absences and medical leaves, which analyzed data on sick days taken by American workers over the past five years.

People cited stomach bugs more than half the time as the reason for calling in ill, with the majority of sick-day requests mentioning symptoms such as vomiting or diarrhea. 

These issues surpassed coronavirus, which accounted for about a quarter of total absences. Injuries like broken bones and muscles strains, which caused six per cent of people to stay home from the office, were also cited.

Beyond physical ailments, Paaras Parker, chief human resources officer at payroll software company Paycor, said her organization observed a notable uptick in workers staying home with anxiety or stress-related conditions, which accounted for almost nine per cent of sick leaves in the Flamingo survey. 

“It’s not necessarily that they have strep or a fever, but that they need a day for themselves,” she said.

With employee burnout reaching a post-pandemic high earlier this year, workers feeling emboldened to take mental-health sick days is a “welcome change” in workplace attitudes, Parker said.

The advent of remote work is also changing the culture around sick leave. A new survey by WFH Research shows that workers feeling ill but without an option to work remotely are nearly twice as likely to come to the office with symptoms as their hybrid counterparts.

That spells trouble on the health front as return-to-office mandates harden and office densities increase, contributing to a rise in breeding grounds for contagious illnesses such as influenza and the common cold. 

“People clearly feel more comfortable working from home when they’re coughing or when their nose is very stuffy,” said Jeff Levin-Scherz, population health leader at insurance company WTW, formerly Willis Towers Watson. 

“If they feel well enough to work, they can feel more comfortable knowing they’re not going to pass anything to anybody else.”

But for employees that are still tied to the office, he stresses the importance of continuing good hygiene such as handwashing and insisting their companies consistently check air quality, practices that became routine during the pandemic.

“These days, where many knowledge workers just don’t come to the office, some of these efforts to make healthier workplaces might actually be amenities that help encourage people to show up,” Levin-Scherz said. 

He adds that perks like 

access to healthy food 

and exercise facilities 

could serve a dual purpose of 

boosting employee health 

as well as office attendance.

In any event, it’s never a good practice to poke holes in an employees’ reason for claiming a sick day, Parker said. 

“I don’t think it’s our place to guess why somebody is taking time off, but to realize that human beings need time off and to create environments and policies that allow them to exercise this right when need be,” she said.

Bloomberg.com

https://financialpost.com/fp-work/office-workers-call-in-sick-august-24