Lives on Unequal Paths

“Increased use of digital tech has triggered diverse changes in the world of work. The intensification of communication and the dynamics associated with its use demand considerable flexibility from employees and can be associated with increased stress levels. The term technostress has been coined to describe stress induced by increased exposure to modern information technologies, a phenomenon that can ultimately lead to emotional exhaustion and health challenges. Employees and managers can, however, develop strategies to exploit positive aspects of digital tech and, at the same time, avoid becoming overwhelmed by the new demands it places on them.”

“When we feel we do not have enough resources to cope with a situation, we feel stressed. Digital skills and self-efficacy expectations play a role here: people who feel that they can handle the information technologies available to them deftly and use them in a goal-oriented fashion are less susceptible to stress induced by digital work. Providing training in skills for handling digital tech is thus highly relevant."

"Control is another major issue: feelings of stress are reduced when people sense that they have some control over how information reaches them and can structure their behaviour – by, for example, only needing to open their email inboxes at defined intervals. At the other end of the scale, being expected to be available outside of working hours poses risks for health because it reduces the time available for rest and recreation. Boundaries matter in this context: people who struggle with setting clear limits on their availability after the end of the working day and communicating these limits are less capable of mentally unplugging from work and do not recuperate as well. It is hard for people to switch off when their thoughts in the evening are still focused on problems and unfinished tasks and they are on edge as they wait for their smartphones to ring or display push messages with new emails.”

“One important aspect is that strategies for self-management and managing one’s time matter. The more freedom and flexibility people have at work, the more important structuring and prioritising one's own tasks and finding efficient approaches to handling distractions becomes. Managers have a duty to model this behaviour and to enable employees to follow their example. Communication between managers and employees matters, too, as does communication within teams. Clear guidelines structuring communication are necessary: who can be reached when and how? Which specific means of communication should be used for what purposes? Some re-negotiation of processes and procedures may also be needed. Creating clarity and transparency is important to reduce uncertainty and cut down on potential flashpoints for conflict. Individual workers need to be aware of their own boundaries, communicate them and establish rituals for themselves that create distance from work – for example mindfulness exercises, doing something positive during breaks, or finding a symbolic way to mark the end of the working day.”

“Managers have a lot of influence on the health of their employees. For one thing, they are role models: when managers write emails at two in the morning and seem almost permanently available, this may convey to employees that the same is expected of them, too. What is more, managers can influence work design, resources, and processes. They are challenged to create health-promoting work environments by setting clear goals, providing feedback, making resources available, and establishing a good communication culture.”

“Manager’s actions in specific situations also influence the health of employees: research shows that negative leadership behaviour, characterised by denigrating or marginalising employees, can be detrimental to employee health. At the other end of the scale, transformational leadership that treats all employees with respect, shows regard for their individual needs, and communicates an inspiring vision can boost employees’ job satisfaction, productivity and health. Last but not least, managers can only support the health of employees well when they take care of their own health and have sufficient resources available. Building up relationships and establishing and supporting a positive team atmosphere in which people feel valued is a particular challenge when managing remote or virtual teams, but all the more important in that context.”

“Self-initiated expatriates, in other words people who go abroad and take up a new job there on their own initiative, often have global skills and valuable social networks at home and abroad. These enable them to work successfully on making their employers’ international business operations run more easily and more smoothly. But only a few organisations apply specific diversity strategies and human resources management practices to attract, retain and manage foreign workers. To benefit from international diversity, more tailored support for foreign workers needs to be provided.”

“Self-initiated expatriates include people from all age groups and career stages and thus represent a heterogeneous group with very different requirements. Reaping benefits from international diversity requires tailored support for foreign workers that can include assistance for family members and spouses, help with taxes and banking, and support with personal issues such as balancing work with their personal lives and well-being."

"To help self-initiated expatriates to identify closely with their enterprises and with enterprise goals and values, managers with responsibility for human resources can emphasise the links between the needs of the enterprise and the needs of international staff members. This fosters the loyalty and dedication of international staff to the company. Career support and assistance with settling into a new environment are key to embedding in organisations successfully and forming interpersonal ties in the workplace. These in turn boost career satisfaction and expatriates’ intentions to stay, especially in situations in which self-initiated expatriates have only a small number of host-country nationals in their networks.”

“Career support can be provided by, for example, establishing a mentoring system, offering development and learning opportunities, giving people autonomy and challenges at work, and making opportunities for promotion available. Other forms of support include language and intercultural training, information on social support services and resources, or memberships in business associations and business clubs to help self-initiated expatriates build up professional and personal networks. Career counselling for spouses relocating along with employees and even support for the relocation of family members to the host country can be just as important, too. This can help self-initiated expatriates develop community ties and feelings of belonging.”

“It is important that self-initiated expatriates are socially integrated into the environments in which they live. Being able to draw on personal resources opens up scope for successful performance in the work environment. Investing in establishing local community networks is therefore particularly important, be it through children’s kindergartens or schools, sports clubs or building circles of friends – which include local people, especially, and not just other expatriates.”