HRM233 Training and Development TMA Assignment, SUSS, Singapore Google is tackling mental health challenges among employees through ‘resilience training’ videos
Google is tackling mental health challenges among employees through ‘resilience training’ videos
Throughout the coronavirus pandemic, Google has emphasized employee health, establishing long-term remote work plans and offering periodic days off called “reset” days. Even that hasn’t been enough to deal with the mental stress caused by the virus.
“Covid-19 is something we weren’t anticipating or frankly prepared for from a mental skills approach,” said Lauren Whitt, whose title at Google is wellness manager and resilience lead.
She has a big job, “helping Googlers meet the moment they’re facing today.” Whitt told CNBC in an interview that, in seeking out strategies to help Google’s 130,000-plus employees deal with the ongoing crisis, the company is leaning on “resilience training,” a phrase typically reserved for professional athletes and combat fighters.
The company said it has expanded existing programs and created weekly short instructional videos from athletes, coaches and psychologists, which employees are watching with greater frequency.
Alphabet’s chief financial officer, Ruth Porat, who organized the early crisis response efforts, said last week that the company has rebounded after a dip in employee productivity. Her main concern today is with their mental wellness due both to isolation and the intensity of recent events.
“One of the things we’re very concerned about is the wellness measures,” Porat said at The New York Times DealBook conference. “What are some of the things we could do that helps ease the stress of working during a pandemic?”
For investors, Alphabet continues to perform. The stock is trading near a record, up 32% this year, compared with the 12% gain by the S&P 500. But the company’s vocal employee base has not been silent about the surrounding struggles, particularly at a time when they don’t have access to their usual campus amenities.
Google vs. S&P 500 this year Soon after the Covid-19 outbreak, the nation faced another crisis following the police killing of George Floyd in Minnesota, which was caught on tape and sparked nationwide protests. The incident forced tech companies, including Google, to reckon with their own issues surrounding diversity and the treatment of minorities.
“Summer led to a lot of discussions around social unrest and racial justice,” Whitt said. “It is very real and a very prevalent part of our conversation of 2020.”
She said that even with all the support groups and employees resources, “more than anything, we’re encouraging Googlers to have conversations and to be authentic with who they are and what they’re feeling.”
As discussions got more heated, Google began asking employees to take a more active role in moderating internal message boards.
“Tensions continue specifically for our Black+ community with Black Lives Matter, and our Asian Googlers with coronavirus and China/Hong Kong,” Google’s internal moderation team said in a blog post in September. “All of this is compounded by the additional stress of working from home, social isolation, and caregiver responsibilities — to name a few.”
Meanwhile, Google made clear that there wouldn’t be a return to normalcy anytime soon.
In July, Google became the first major company to announce it would allow employees the option to work from home through mid-2021, an extension of its prior timeline. Soon after, it began offering reset days so employees could take periodic time off to unplug.
“In July and August, we realized this isn’t going away and we really began to shift the conversation to how to set new routines, how to change or alternate the environment they’re working in and focus on new skills and habits and routines,” Whitt said.
The company’s resilience team, which had existing programs like counseling and employee resource groups, wanted to do more for mental well-being. But it faced a challenge. Employees were already stuck in front of their screens for too many hours, and now they were being offered additional videos to watch.
Whitt’s group decided on a series of digital clips called “Meet the Moment.” Each video is five or six minutes long and focused on a specific topic like sleep, breathing, parenting and avoiding anxiety. Whitt said she worked with experts and performance coaches from professional football, basketball and baseball leagues as well as collegiate and Olympic athletes to create the resilience training and skills development content.
“Video content around breathing and sleep are the most meaningful ways we can rest and recover as well as momentary detachment throughout the work day,” Whitt said. She added that another popular video was about “meeting times of uncertainty with authenticity and humility.”
The main characters in the resilience training videos are people who have experienced highstress situations like a big game, combat or other pressures.
“Resilience is a skill that can be built, practiced and cultivated,” Google says in its digital resilience instructions for employees.
In less than a month, 30,000 Google employees have watched the videos. Whitt said the company has also hosted 150 virtual events globally to raise awareness about mental health and “prioritizing wellbeing.” Contractors and temporary workers, who make up roughly half of Google’s overall workforce, can access some but not all of the Covid-19 mental health and well-being resources, the company said.
To produce the videos in a way that was compliant with Covid-19 precautions, Whitt said Google used robotic cameras developed by a third party. The filming took place in Google’s offices in Atlanta and Boulder, Colorado, while the directors and the audio-visual team connected virtually.
As a part of the employee training, the company also expanded some existing activities it created just before the pandemic called “TEA check-ins,” an acronym for thoughts, energy and attention. They’re meant to address common symptoms of burnout, and managers are encouraged to say, “Let’s have some TEA,” as a way to get employees to be proactive.
“It gave people an opportunity to check in with, ‘Where are you in this moment?’” Whitt said. “Are you distracted? Do you need a nap? Push-ups?” Google developed a variation aimed at addressing mental health needs among employees who were parents and caregivers. Video content includes tutorials on how to focus on things like time management and household chores when people are distracted.
Parents have the added challenge of “the transition to having kids at home with a day job while navigating what it’s like to be physically distanced from people you care about,” Whitt said. The company also offered tips on “how to build a productive workspace in the kitchen.”
To try and keep things light and fun where possible, the company began offering virtual classes on dancing, cooking and a virtual “yoga with your dog” event. The videos feature many of the same instructors and counselors who taught onsite at Google’s offices.
Employees have also formed virtual orchestras and comedy shows. “We wanted to continue to connect employees with activities, arts and music — all that were part of our culture when they were in the office,” Whitt said.
Having read the article, your HR director is keen in learning how this mental wellness programme from Google can be applied to your company. Your HR director has asked you to produce a report for this training programme. This is a technical report that should be written in the third person. The tone of the report should be formal and factual. Please cover the following questions in this report:
a) Describe the strategic training and development process with definitions and explain with appropriate and relevant examples on how it is applied to the company in the article (Please exclude the identification of metrics ONLY in the explanation).
b) Briefly describe needs assessment and the three types of analyses involved. Analyse the organisational and person analyses for the company in the article regarding the health and mental well-being training programmes. (Please include appropriate and relevant examples from the article and provide elaborations if they are implied).
a) Discuss ONE (1) appropriate learning theory that can be applied to the overall training programmes to tackle mental health challenges as described in the article.
b) Describe the THREE (3) transfer of training theories and then discuss how you can best apply any one of these theories to each workshop indicated in Appendix 1 (Note the theory may be the same or different for each workshop).
From Appendix 1, select ONE (1) workshop and develop the training objective that includes the performance, criterion and condition for that workshop. Then develop a simple lesson planfor the selected workshop using the blended learning training method.
In this blended learning training method, use the table in Appendix 2 to identify the training content, communication mode (e.g., face-to-face, asynchronous online, or synchronous online), and the appropriate training methods that will be used before and during the workshop.
In the main body of the report (NOT in the tables), provide descriptions of the training content and explanations on why these communication modes and training methods are suitable for the specified training content.
Select ONE (1) course from Appendix 1. (Note: You can use the same course in Question 3 or you can select the other course). Construct FOUR (4) appropriate training evaluation measures that can be used to evaluate the training programme.
These measures should focus on the perceptions and outcomes of the workshop, and the effectiveness of the workshop when the trainees are back at work with elaborations. Your elaborations should include the description of the evaluation measures, the type of training evaluation outcomes, the levels of training evaluation and when and how you will collect the training evaluations.
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