Research suggests bosses no longer understand employee needs

Research suggests bosses no longer understand employee needs 1920 1280 Growth Partners

The cost-of-living crisis and soaring inflation can significantly impact an individual’s financial stability and lead to increased stress levels. Recent research from Speakers’ Corner however reveals business leaders aren’t recognising the impact of the current economic climate on their employees’ stress levels. It isn’t intentional – they’re misinformed about the causes of stress among their employees, believing they directly align with their own.

According to the business owners surveyed, they believe the top five leading causes of stress for employees are:

  1. Heavy workload
  2. Long hours
  3. Tight deadlines
  4. Job security
  5. Changes to job role

When in fact, the top five leading causes of stresses for employees according to research by Unum are:

  1. Managing financially throughout the cost-of-living crisis
  2. Work-life balance
  3. Dealing with debt/mortgage interest rate rises
  4. Mental health concerns
  5. General health concerns

Business leaders are clearly interested in supporting their employees, with 92% of respondents currently providing support for their employees’ wellbeing. The problem is they are providing solutions for the wrong challenges. With 60% of employees finding that managing financially with the cost-of-living crisis is one of their biggest concerns, there is a clear need for financial wellbeing support.

What’s the impact?

Employers who don’t acknowledge the impact the cost-of-living crisis is having on employees, are likely to struggle with employee retention. The cost-of-living crisis is expected to spark the ‘Great Resignation’ of 2023, with nearly a fifth of the UK workforce (19%) planning to look for new jobs this year with higher salaries or better employee benefits in light of the rising cost-of-living, stagnant wages and increasing financial insecurity (Unum, 2023).

Our CEO of employee services recently highlighted the importance of understanding the financial pressures employees are facing and how as business leaders you can support them to ease that pressure through the ongoing cost of living crisis.

“It’s actually about creating a framework whereby people know that you understand what’s going on and the impact it’s having on people in the wider society and your employees and the impact it has on them. They need to feel that you understand”.

Though managers, especially those in senior positions, may not feel the direct effects of the cost of living and inflation in the same way as their employees they need to be aware of the impact on their employees and take proactive steps to support them. By doing so, they can improve employee morale, productivity, and overall job satisfaction, which can positively impact the business as a whole.

Want to know more?

Read more about the benefits of financial wellbeing services or download our free guide to retaining and attracting staff.

Other useful resources:

Did Blue Monday really happen

Did Blue Monday really happen and what did it mean for employers?

Did Blue Monday really happen and what did it mean for employers? 1800 1200 Growth Partners

This year Blue Monday landed on 16th January 2023 and no doubt you heard the phrase being used a lot.

Blue Monday is the term given to ‘the most depressing day of the year’ thanks to the cold weather, dark nights and often long wait for payday. The day – which technically relates to the third Monday of the year – is heavily linked to mental health and wellbeing concerns. In 2020, the Samaritans helped to address these issues with the birth of the Brew Monday campaign.

So, did Blue Monday really exist again this year, how much did it affect employees, and should you have been concerned about it?  We’ve had a look at whether Blue Monday really impacts employees each year, and some of the concerns employers should be tackling.

Does Blue Monday really exist?

The name Blue Monday was coined in 2004 when a holiday company tasked a psychologist to develop a scientific formula for the January Blues. The formula was to be used by the travel company to sell holidays; focusing on making things better by booking a holiday. Despite the lack of science and financial endeavours behind it, the phrase Blue Monday stuck and has been recognised every year since.

Several charities have raised concern over the focus on Blue Monday, and there isn’t, in fact, any evidence to suggest your employees will be notably more unhappy on any particular Monday in January, or , in fact, in January at all (Mind, 2016).

In 2009, a UK report found that January isn’t the time when your employees are likely to suffer the most with anxiety at all. Suicide rates tend to be at their highest in April and May, which is a key measure used by researchers to monitor mental health and wellbeing.

When the COVID-19 pandemic first hit and the UK went into lockdown in Spring 2020, mental health issues rose 10% with IFS reporting a quarter of people surveyed experiencing at least one mental health problem.

Although this suggests that Blue Monday doesn’t necessarily exist per se, the term has certainly helped raise awareness of the prominence of mental health and wellbeing in the UK, and the stigma around it is decreasing thanks to the inroads made by charities like The Samaritans and Time to Change.

Is Blue Monday important for employers?

The research into the Blue Monday concept suggests that your employees really can feel blue on any day and as their employer, you have an important role to play in supporting them through these tough times, whenever they occur.

January does tend to be tough going as it feels like a really long month, and it can often take staff time to get back into the swing of things after the festive period.

The start of the year is the perfect time to make a plan for investing time in staff and checking-in with them on their plans for a brand new year. Spending time with employees on both their professional and personal goals helps create a richer understanding of what’s driving them and their needs now and longer-term.

This is particularly prevalent with the National lockdown in the UK, adding to the pressures and the potential impact on employees’ mental, physical and financial wellbeing.

We suggest employers make health and wellbeing an every-day focus, but it’s great that Blue Monday helps to shine a spotlight on this, so it takes centre stage.

Recognition of the positive link between health and wellbeing in the workplace and long-term employee wellbeing is growing, and employers are benefiting from increased productivity as a result.

Three steps to take to tackle mental health and wellbeing in the workplace

1. Openly talk about mental health and feelings

Days like Brew Monday provide an informal and unintrusive way to address mental health and wellbeing in the workplace. If you are open about how you feel at work, especially if you are a leader, it might encourage others to do the same.

Remember your mental health can fluctuate as circumstances change. As you move through different stages in your life, it’s worth checking in at every milestone whether these be a birthday, moving house, or becoming a parent.

Is Blue Monday important for employers

2. Provide professional support for employees

Employee Assistant Programmes are an economical way to offer professional, confidential third-party support to your employees in various areas, such as financial worries, home troubles or mental health concerns.

3. Lead by example

Make sure you take breaks away from your desk, go for a walk at lunchtime, and finish work on time. If you see someone regularly putting in extra hours, approach this as an underlying signal for support or something that needs to change.

Although statistically, Blue Monday doesn’t actually exist, it is clear your employees can feel blue any day of the week.  As their employer, you have a responsibility to support them effectively through all of life’s challenges.

More support with mental health and wellbeing in the workplace

To find out more about Employee Assistance Programmes (EAPs) email hello@growthpartnersplc.co.uk or leave us a message here You can also call the team for a chat on 0116 340 3116


  • COVID-19 pandemic hits mental health, especially of the young and of women, and widens inequalities  – IFS.org.uk
  • Non work-related activities research and report – Hitachi Capital.co.uk
  • Busting the Blue Monday myth with #BlueAnyDay – Mind.org.uk
  • Seasonal spring peaks of suicide in victims with and without prior history of hospitalisation for mood disorders –pubmed.ncbi.nlm.nih.gov/

Why is January traditionally a bad month for business?

Why is January traditionally a bad month for business? 1920 1280 Scott Read

I think January is a conflict. It’s an exciting time for businesses because it’s a chance to restart again – employees return to work fresh, and are raring to go because they’ve had a nice period of time off. Everywhere I’ve worked, I’ve always encouraged the business to have a bit of down time over Christmas, because it’s traditionally a difficult time to make meaningful decisions, so getting that down time really helps employees. Unfortunately, the flip side is that as January progresses, the whole concept of Blue Monday appears on the horizon and gets loads of press, both positive and negative.

The principle of Blue Monday was something that started as a positive to help identify, not just to individuals, but also to businesses, that there’s a time in that month of January where employees could be under increased stress and pressure, and genuinely just feel rubbish. The post-Christmas blues, cold dark nights, and the fact that their latest credit card bill has just arrived with all their Christmas food shopping, with the realisation that, “oh, I got through it all, but now I’ve got to pay for it all.” It can be stressful.

I think this year also, added into that, the fact that people are already feeling the pinch, people are already stretched, there’s already a cost-of-living crisis. So, I don’t quite know how Blue Monday will be perceived. It could almost be bigger and louder than ever, or it could also be just another blow to the UK economy or the UK employees that says “do you know what life’s hard, life’s difficult.” Another thing to bear in mind is the sheer amount of workers that have been striking as well in December, whose pay will be adversely affected by those number of working days, they’ve nobly given up to make the stand they’re standing. So, finances will be tight for millions of people this month.

The Blue Monday movement to encourage conversation, rather than just sitting there reflecting on how we feel, has turned this time of year into an opportunity as an employer to try and create a conversation, a debate, a safe environment, a forum, where people can go to get some advice, get some help, realise they’re not on their own. I think it was the Samaritans who started to take a slightly different approach, and again, I would certainly advocate for that. But again, the biggest challenges businesses have is that financial pressures are probably still the biggest or second biggest taboo that people don’t want to talk about. According to Lloyds Banking Group survey in 2019, 50% of UK adults believe discussing personal money matters is taboo. Another study by OnePoll in December 2021 revealed that over a third of British people struggle to discuss money, and one in ten people are not willing to discuss finances – even with their partner. So, whilst talking, sharing, and seeking help, support and guidance is the right thing to do, it’s still discussing finances is a sensitive subject area that so many people are just not prepared to visit.

So, the Samaritan’s ‘Brew Monday’ campaign is a brilliant idea, but it won’t work for everybody. What businesses have got to think about is a multi-layered strategy of what they’re trying to do. A conversation and a cup of tea is brilliant with the right people, but is there also somewhere confidential people can phone and talk to? Is it also layered up with a financial plan to try and support your employees? What have you done prior to Christmas? Had you avoided doing anything because you were waiting for the pinch after? If you haven’t done anything, January has got to be the perfect time to do something, right? If you can help employees, then do so.

In your experience of managing people and working in employee engagement, how is January in comparison to other months?

I think it’s a difficult question to answer, because if you work in employee engagement, you’re probably more attuned to having to do something to look after your employees every month anyway. So therefore, the shock of January is less of a shock, because you know it’s coming, you’ve tried to take that into account as part of your employee engagement strategy for the full year.

I think what you do see is an influx of people, clients, being more interested in coming up with engagement strategies at the beginning of the year. That could be due to spotting that there are some challenges and fixes that need to be made, or it could be just one of those New Year’s resolutions of “we need to do more of this”. Unfortunately, so many of these resolutions then fall away as the year unfolds, and you’re left with just activity at the beginning of the year. So I think there is a little more focus around employee engagement in the first part of the year, for those reasons. But again, it comes down to the strategy you start at the beginning of the year, needing to be planned out for the whole year. Not just “right, this is what we’re going to do this month” because it’s then very easy to forget that February and March are just as important for supporting employees.

I always remembered that February and March were almost the best months of the year financially, bizarrely. One is the time between paydays between January and February (or February and March dependent on pay date), which always feels shorter because it’s such a short month. The other is the fact that you don’t have to pay your council tax payment in February and March which always means there’s that little extra money in the pot, to think “what bill can I pay now with that money that would normally pay the council tax?” Obviously counterbalanced that council tax normally goes up again in April, but you know in reality there are little things like that which you still need to think about strategy wise, what you’re going to do to follow on from it.

To sit down and have a conversation in January is brilliant, or highlighting the levels of support is brilliant, but that needs to continue throughout the year. I think there’s never been a more relevant time to have a conversation than the current cost of living crisis, and I don’t see that that’s changing anytime soon. The Bank of England hiked UK interest rates by 0.5 percentage points to 3.5% in December, its ninth consecutive rate increase, and I suspect they could go up again, it wouldn’t surprise me at all.

What are the key signs to look out for when it comes to helping employees in January? 

If we’re talking about, as a result of the financial pressures, this definitely isn’t just about January. I think they’re the same signs throughout the year. People becoming reserved, people being distracted with other things, people not looking like they’re focused or able to concentrate and their mind is elsewhere, could well be because it is. And I think you’ve got to try and find time to sit and talk to people. That’s what your line managers are for. Are you gearing your line managers up with the right skillset and knowledge to be able to go and have those conversations? I imagine every organisation will be setting objectives for the beginning of the year. How many of those conversations are you asking about “how are you personally, how are you coping, what are your challenges away from work?” Not that you can necessarily create a bespoke plan for every individual, because each person’s circumstances are different, but it’s worth considering that kind of wellbeing check.  Again, it will really grate if businesses haven’t had any previous conversations and haven’t done anything to support their employees through the cost-of-living crisis. For those businesses that have tried to show their support and that they understand the impact, I think, and I would hope that that would earn them the right to be able to ask the question of “how are you coping?” Now, whether you get the truthful answer or not, nobody can ever tell. But I think if you’ve earned the right to ask how people are coping, the feedback and the anecdotal stuff that you get back should help you as a business shape what to do next.

What could businesses reading this do to address issues around wellbeing and morale?

I’m going to sound like a broken record but I think businesses have to have a strategy when it comes to addressing issues around wellbeing and morale. They have to think about the three key elements of wellbeing, four if you want to open it up into social wellbeing as well. They have to have a clearly defined strategy as to what they’re doing, where the employees understand the different strands of that strategy, what they’re trying to achieve, and why they’re trying to achieve it. I think then, you get an idea as to whether what you’re doing is enough.

I think when it comes to the moral side of it, it’s interesting. Sometimes you get a much more positive morale at a time where things are really dark and difficult. So just because you’ve got a brilliant morale doesn’t mean everything is fine from a wellbeing point of view. If I look at our team at the minute, it feels like we have a really good morale in the building, but I wouldn’t say everyone’s wellbeing is perfect, so I think they are two distinctly different things. And again, it’s about having an understanding of why the two are different. Some people might not be partaking in the morale because they’re struggling with their wellbeing, in terms of financial or emotional wellbeing, they could be stressed, and that could be a sign as to why they’re not getting involved in the morale element or the engagement element of the business. Conversely, you could have someone who’s the heart and soul of the office from a morale point of view, because it’s the best distraction from the turmoil that’s going on at home or in their own life. It’s not the same for everybody. You need to be focussed and care about everyone and try and come up with a plan for everyone, but the ones that are the biggest problems if you misidentify it, are the ones where they withdraw from work because of all financial pressures and it becomes a spiral, especially when there is no form of understanding or communication. Because they withdraw from work, their performance suffers. As a business then you’re under pressure, or there is a temptation to performance manage, which can put their job at risk, which then ironically means that their financial situation is more unstable than it was before.

If there was a book called “these are the signs to look out for”, it would be lovely, unfortunately there’s not, everyone’s different. Those behaviour models, you’ll have some people who want to talk about everything and will come in and tell you about everything, and other people who will just sit there being the best friend and support to that person, but actually be in a bigger hole themselves. And unfortunately, that’s just the nature of human beings, everyone’s different and you need to be aware and prepare for that.

Scott Read, CEO of Employee Services at Growth Partners

Scott Read Growth Partners discusses the link between employee engagement and retention

Scott Read is a results-driven business leader with a proven track record in helping employers strategise key business growth through employee engagement.

Want to know more?

You can read more about Scott’s thoughts on employee engagement and the key to retaining staff or download Scott’s five-point-plan to drive employee engagement.

If you would like help creating an employee engagement strategy, or to discuss financial wellbeing services for your employees speak to our business growth experts who will be happy to help. You can also read more about our SMART Employment model or book a demo of our all-in-one solution to help make employers’ and employees’ lives easier, happier and healthier here


Demand for our counselling services has doubled

Demand for our counselling services has doubled 1920 1139 Scott Read

Over the past few months, there has been significant attention on the current cost of living crisis, with the Bank of England predicting that Britain is facing its longest recession since records began. It is clear the financial pressures people are facing will have a direct impact on their emotional wellbeing.

The impact is already evident. The number of people seeking help from our Employee Assistance Programme has doubled and the number of people downloading our self-help documents has increased month on month since the summer. Because of the confidentiality, it’s impossible to say that that’s all about finances, but that increase has absolutely aligned with the cost-of-living crisis, and the more publicity it’s getting in the media, the more attention it’s getting on our app. So, it is impossible to say that there isn’t a link. There is an underlying emergency in the background that isn’t even close to scratching the surface yet.

In August Mind reported its Infoline saw a 30% rise compared to the year previous in calls related to finance, and in July alone, Samaritans received 12,000 emotional support contacts mentioning finance concerns. YoungMinds also tracks young people’s experiences of mental health, and, for the first time, ‘worries about money’ was found to be the top concern and negative influence on their mental health. In a recent survey Newsround reported that of the 2,081 children they surveyed 72% were worried about the cost-of-living crisis.  A much bigger concern highlighted in the report is that 12% of children reported that they weren’t eating three meals each day, as often as they were three months ago. One in seven of those who skipped meals said it was because there wasn’t enough food at home, and just under one in 10 said it was because they couldn’t afford to buy food at school.

As business leaders and people who run businesses, it’s important to understand the financial pressures your employees face with the rising costs of everyday goods, such as food, energy, and petrol, and how this may impact their mental wellbeing. What can you do to show that you understand their financial pressures and how can you support them to ease that pressure through the ongoing cost of living crisis?

What is the link between financial wellbeing and emotional wellbeing?  

It is impossible not to connect the two. People who are under financial stress behave differently, that different behaviour might be stress related. It might be drinking or dependence on substances. It might just mean that they go quiet and introverted. The 2008 global financial crisis is an example of the intrinsic link between financial wellbeing and emotional wellbeing. The financial crisis was associated with a reversal in previously falling suicide rates in England and increases in suicide attempts and depression, particularly in males. And now, 14 years later, the ongoing cost of living crisis is similarly affecting people. Mental Health Concern recently reported a 90% increase in overall referrals over the past six months, with one in five people experiencing suicidal thoughts – a 196% increase on the previous six months, with many of those cases directly linked to the rising cost of living. One case worker from Mental Health Concern reported that out of 28 clients she was working with, 25 were facing financial challenges, with 11 having tried to take their own life at some point.

Understanding your employees’ financial wellbeing

It sounds churlish for a manager or leader to say, I understand; we’re all suffering, we’re all struggling. Technically yes, we’re all impacted, but not everyone is struggling. Even if you can relate to it – because there are a lot of people who earn a lot of money who also struggle financially for a variety of reasons – the general worker won’t believe that members of the leadership team are struggling because it is a perception that is created. So even if you can relate, it doesn’t come across in the most relatable way if you’re trying to have the conversation. The key is showing your employees that you understand the impact the cost-of-living crisis is having on them and them feeling that you understand this.

Showing your employees you understand

You have to have an ongoing long-term strategy of what you’re going to do, and not all of that strategy is around measures that are necessarily going to impact the financial situation of your employees. So yes, you can invest in discount schemes where in theory, your employees can stretch their money and make it go further or Employee Assistance Programmes, and yes, in isolation, both those things are great, but they become one facet of the strategy.

So, what can you do in the short term that says “I understand that this is impacting you, and I want to help?

  • Subsidise lunches
    Is there a local business that sells sandwiches that people go to at lunchtime? Ca you negotiate something that makes those sandwiches half-price because you are going to subsidise it for anyone that goes in with your lanyard on? This might be extremely niche and nuanced, but it might make a massive difference because suddenly, you are subsiding people’s lunches. It might not be a long-term thing, but it is a short-term difference that says I understand that this impacts you. 
  • Provide snacks in the office
    Put snacks in the office, where half has to be subsidised by the business so you can control the flow, and people still have to contribute to it, but it’s a contribution you’re making.
  • Pay for parking
    One of the things we’ve just done is looked at our parking policy and found that there were a number of people who weren’t eligible for a parking space or didn’t get a parking space as often as they needed to. So, we looked at it and said for those who aren’t issued a parking space when they are in the office, bring in a receipt, and we’ll cover the costs. 
  • Turn your Christmas hamper into a Christmas voucher
    Hampers are great, but let’s be honest – half of the cost is the hamper itself. So instead of a Christmas hamper, can you buy a Christmas voucher instead?

All these things are little things that can be done to make sure that what you’re trying to do has as much relevance as possible in the current climate. It will show an element of empathy and understanding with your workforce. They might only have a short-term impact, but the long-term impact is that your employees believe you understand the challenges they’re going through.

There are, of course, grand gestures you can do, whether that be bringing planned pay increases forward or providing a no strings attached bonus. Often the grand gestures are unviable for all businesses so each business needs to think about what’s achievable. Even if those grand gestures are achievable for your business, it’s still important to make the smaller gestures too, because those grand gestures often get forgotten a few months down the line. It’s about the perception that people understand that you genuinely understand the challenges that they’re going through.

There absolutely is a link between financial wellbeing and mental health, and the more that employers can put in place to support people’s mental health, the better but it isn’t quite as simple as saying “I know that there is a cost of living crisis out there that’s going to be impacting peoples mental health, therefore here you go here’s a counselling service that you can contact”. It’s actually about creating a framework whereby people know that you understand what’s going on and the impact it’s having on people in the wider society and your employees and the impact it has on them. They need to feel that you understand.

For more information about how we can help you and support your employees navigate through the cost of living crisis, visit our SMART Employment page and read more about supporting your employees’ financial wellbeingemotional wellbeing and physical wellbeing.

Scott Read, CEO of Employee Services at Growth Partners

Scott Read Growth Partners discusses the link between employee engagement and retention

Scott Read is a results-driven business leader with a proven track record in helping employers strategise key business growth through employee engagement.

Working from home

7 Tips for Managing Working from Home

7 Tips for Managing Working from Home 1155 770 Growth Partners

There are more people than ever working from home at the moment, with millions of us doing our bit to help beat the spread of Coronavirus (COVID-19). Swapping the office for remote working might be something you only dreamed of a few months ago, but the reality can be very different, with a some finding it difficult to manage and to adjust to lone working.

Even at the best of times, we can struggle to separate work and home life, so when they both happen in the same place, it throws up even more challenges than usual. Whether it’s not logging off until later than normal, working through your lunch break or on the contrary, not working a great deal at all, it’s easy to see why remote working can start to impact business and our health.

To combat these challenging times, here are a few things you can do to try and effectively work from home, while being productive and continuing to maintain a happy, healthy household…

1. Get changed out of your PJs

It’s too easy to slide out of bed, head downstairs and start work all within 2 minutes, but it won’t set you up the same way it would If you were to shower, get dressed and get ‘ready’ for work. Having the same routine as if you were going into the office not only gets you in the right frame of mind, it also avoids any embarrassing situations when your boss video calls you!

2. Create a desk or dedicated workspace

Sitting on the sofa with your laptop on your knee and Friends on in the background might be how you imagined working from home to be, but in reality you’ll soon be feeling lethargic, distracted and aching from poor posture. Instead, set up a dedicated place of work, whether that’s a desk in the spare room, a space on the dining room table or an area of the kitchen. Having a zone that is dedicated to work, with a firm upright chair, will help get you in the right mindset and be more productive while supporting your back and shoulders too.

3. Keep a structure to your day

The beauty of working from home is the flexibility. Whether you’re an early bird or a night owl – if you can, adjust your hours accordingly to when you’re most productive. Once you are ready to work however, try to keep a similar structure to the one you would normally have in the office. If you usually have a break at 10am and lunch at 1pm, do this even though you’re at home. It’s easy to lose track of time and work longer than normal, or oppositely, get distracted by home jobs and end up working less. Keeping a structure to your day will ensure you’re putting in the right number of hours while still being productive.

4. Keep in touch

One of the hardest things that home workers face is being alone for a long period of time. As humans, if we don’t communicate with others, we feel lethargic, negative, less able to manage stress, have higher blood pressure and much more. It’s therefore essential during this time where we’re not able to socialise in person, to connect through technology. We’re lucky to live in an era where FaceTime, Skype, social media and WhatsApp are all part of our lives, so it’s easier than ever to keep in touch with friends, family and colleagues. Try having a team call once a day to check in with one another, see how everyone is feeling, and what everyone’s working on, with a family video call later on as well. It’ll help in more ways than you think, both in your personal and work life.

5. Keep active

We clock up more steps than we think in a day at the office – our commute, the walk to the toilet, going to make a cup of tea and so on. Which is why when we work from home, and everything is a lot closer and on hand, we drastically reduce the amount of movement we do in a day. Aim to move every 90 minutes, even if it’s just to walk around the house or to make a cup of tea – getting up and stretching your legs and back will help you focus when you return to work.

6. Get some fresh air

We might be restricted to our homes at the minute, but it doesn’t mean we can’t get outside. If you have a garden and are able to, try and spend 10 minutes in it, pull up some weeds, hang out the washing or even just sit with a cup of tea and take some deep breaths. The fresh air will improve your mood, wellbeing, energy and clear your head ready for you to get back to work. If you don’t have a garden or are not able to go into it, opening the windows in your house or apartment has a similar effect and will improve the air quality throughout your home.

7. Keep a structure to your diet

According to the National Diet and Nutrition Survey, Britons eat on average 800 – 1,000 additional calories per day without even knowing it! If this takes them over their required intake, it could lead to an increase in weight and blood pressure over a year. Mindless eating is one of the biggest culprits of weight gain, so it’s even more important while you’re at home (and close to the biscuit tin!) to be careful how much you put in your mouth. Keep a structure to your diet, eating at regular mealtimes with a few healthy snacks throughout the day. Not only will it help with the scales, it’ll also help improve your mood, productivity and energy.

We’re all in a very surreal and scary situation at the moment, which none of us are familiar with. Working together, working remotely and working on steps to avoid the spread, while keeping ourselves and families safe, are the top priorities for all of us. Helping to make life run as smoothly as possible is essential, so we hope these tips enable you to get the work-life balance you and your family need during this difficult time.