Former US secretary of education John King Jr. addressed the approximately 3,000 graduates as the keynote speaker during the event, which was hosted by the city. ‘Defund the police’ has emerged as a central demand amid a spectacular eruption of collective action against lethal police violence in the United States. As UK Black Lives Matter activists take inspiration, questions are being asked about how this demand – forged in the long history of the US prison abolition movement – can gain purchase in Britain. When employees at Salesforce, the cloud software giant based in San Francisco, eventually return to their office towers, they are likely to find that the fun is gone from their famously fun-loving workplaces. St. Luke’s Occupational Medicine, in collaboration with St. Luke’s Behavioral Health, St. Luke’s Fitness Centers, and St. Luke’s Care Now sites, are launching a Return to Work program for businesses a…
“Today I am proud to say that my graduating class is filled with warriors who are strong and determined to succeed regardless of the situations,” said Saeina Charles, of TechBoston Academ,.
“It may feel unreal for a while, because we’re literally graduating electronically, at home,” Adam Cusolito, of the Mary Lyon Pilot High School, said. “But this is real, I assure you.”
Walsh thanked the members of the class of 2020 for their resilience, reminding them that no class in the past 100 years of American history has graduated during a global pandemic.
“The last class that knew what it was like, was the class of 1918,” he said. “They persevered during the Great Depression, through World War II, through some of the most pivotal moments in American history. … They went on to become what we now call the Greatest Generation.”
Walsh acknowledged the many challenges facing the new graduates, including systemic racism and climate change. He thanked them for their activism and for giving him hope for the future as photos of their high school days continued to flash across the screen.
“You are living through history, are are being forged by hard times, and you are already pushing us forward in countless ways,” he said. “You deserve our recognition, love, and support.”
Casselius, too, had words of praise for the students, noting their willingness to meet enormous challenges.
“This world will always remember the spring of 2020, and the group of resilient, intelligent, and confident young people who graduated into a new normal,” she said.
Michael Loconto, Boston School Committee chairman, encouraged graduates to remain connected to Boston.
“Teach, volunteer, and use your talents,” he said. “That’s how Boston grows as a city, now and for our future.”
The event then moved into a series of messages from local celebrities. Kiss 108′s Matt Siegel of “Matty in the Morning” told seniors that this virus will one day be a distant memory.
“I know you’re bummed out,” he said. “You didn’t get a chance to have a ‘normal’ graduation. But you know what? I think back to my high school graduation—I kind of think I dozed off.”
Students also heard from Diane Guerrero, a BPS alumna and actress known for her role in “Orange Is the New Black,” and several members of the region’s four biggest sports teams. Enes Kanter of the Celtics, Ron Roenicke and Jackie Bradley Jr. of the Red Sox, Devin and Jason McCourty of the Patriots, and Zdeno Chara of the Bruins took turns congratulating the seniors.
“The future is in your hands and we cannot wait to see you change the world,” Kanter said.
King began his speech near the end of the ceremony, sharing his own history growing up in New York City. After losing both of his parents by age 12, King was kicked out of school. It was caring members of his school’s staff that reminded him that his past did not have to shape his future, he said.
“And that’s the message that I’d like to leave you with today,” he said. “Even when things don’t go as planned, even in the midst of a global pandemic, you get to decide how you respond.”
The presentation ended with another round of footage from the BPS valedictorians. Each shared messages of inspiration, announced their hopes for the future, and thanked their caretakers, teachers, and fellow classmates.
“It is vital to remember what this pandemic has not taken from us,” said Alejandra Estrada of Fenway High School. “It has not diminished our hard work, our friendships, or our memories.”
Chamely Flores, of the Horace Mann School for the Deaf and Hard of Hearing, expressed her excitement for life after graduation in American Sign Language.
“I’m looking forward to seeing what you guys do in the future,” she said.
Abigail Feldman can be reached at firstname.lastname@example.org.
How Leaders Can Help Prevent Emotional Exhaustion at Work – business-99.com
June 13, 2020 9 min read
Opinions expressed by Entrepreneur contributors are their own.
Our natural response to fear — our fight-or-flight response — is widely understood. On perceiving a threat, the hypothalamus in our brains sends the message to our adrenal and pituitary glands to release hormones that prepare the body for action. When the perceived threat is gone, the brain stops triggering the release of these hormones, and homeostasis begins, with our bodies gradually returning to their normal states. Easy-peasy.
Things start to break down, however, when our brains start continuously getting signals that there is a threat. When that happens, the natural fear response basically short-circuits, with the body stuck in a continuous cycle of releasing hormones then trying to normalize. This creates chronic stress, which drains the body’s adaptive energy and leads to emotional exhaustion. Hans Selye, often referred to as the “father of stress research,” named it General Adaptation Syndrome, which progresses from an initial Alarm Stage to Resistance and ultimately to Emotional Exhaustion.
The conditions for emotional exhaustion have been in play for your employees — and everyone else for that matter — for months now. Our brains are inundated with relentless non-specific fear stimuli stemming from the Covid-19 pandemic. From the moment we open our eyes we are braced by reminders that we aren’t in Kansas anymore. And just in case the myriad of disruptions in every aspect of our lives weren’t enough, mainstream media and social media give us daily, hourly, minute-by-minute reports on infection rates, deaths and the omnipresent risks we all face. These feed directly into Selye’s Resistance stage and are continuously depleting our adaptive energy.
You may not be seeing the signs in your team yet, but it’s unlikely that they aren’t already dealing with some degree of emotional exhaustion. It is equally unlikely that the fear stimuli, either health or financial, will be ending anytime soon, meaning that things are only going to get progressively worse in the upcoming months.
The negative implications to your workplace can’t be overstated. Mary D. Moller, Associate Professor, Pacific Lutheran University School of Nursing, and Director of Psychiatric Services for the Northwest Center for Integrated Health, has spoken extensively about the negative impact of emotional exhaustion on people’s ability to learn and to adapt. Other experts have pointed to emotionally exhausted employees as caring less about customers and feeling less personal accomplishment at work — and a number of other serious physical and emotional issues.
Oh, and they’re also more likely to be thinking of quitting.
Mitigating the impact of this emotional exhaustion in the workplace has become a priority. Ignoring it isn’t a viable option, and winging it could potentially make matters worse. Unfortunately, the leadership practices considered the most effective up until just a few months ago simply aren’t good enough right now. They were designed to improve engagement, collaboration and productivity, not to combat emotional exhaustion.
Traditional change management approaches are equally unlikely to work. They are founded on having a clear vision of the end result and clearly defined, incremental, timelines to get there. Those things are, at the moment, elusive for most organizations. Even if they weren’t, workplace changes represent only a small part of the ongoing negative stimuli fueling employees’ emotional exhaustion. Addressing them in isolation is not likely to have a significant impact.
One thing you can do for your employees is to mitigate their emotional exhaustion by removing negative stimuli from the workplace environment. Stop the stimuli, stop the brains from short-circuiting and give brains and bodies an opportunity to begin recovery. You can make the workplace, in essence, a welcome safe zone.
I have seen the impact of this firsthand in the first business I owned — a small chain of toy stores. The mandate in them was to create a fun environment for kids so that they would want to return. It worked, but I was always struck by how many employees actually looked forward to coming to work too.
Most of them were either university students or parents of young children. For them, it turned out, the idea of playing and being around happy kids was a welcome respite from the pressures at home and school. “You don’t understand,” one employee once told me, “This is my happy place. Getting paid is just a bonus!”
The opportunity for employees to recover adaptive energy in a safe zone helps them develop adaptive resilience — the mental strength and ability to adapt and cope with frequently changing or uncertain environments. It’s a temporary respite, of course. The stressors will still be present in all other aspects of your employee’s lives, causing the cycle to start anew and again drain adaptive energy. But this only increases the value of the safe zone you’ve created for them.
Creating a safe zone for your team is the necessary first step in what I refer to as Adaptive Resilience Leadership. The foundation of this safe zone is, not surprisingly, you.
Your moods and your emotional intelligence play a critical role in the emotional balance of your team. In their research into Primal Leadership, Goleman, Boyatzis and McKee highlight the profound impact a leader’s upbeat mood can have on the workplace. That needs to be your starting point. After that, there are four things you can focus on:
1. Remove visual and auditory stimuli from the workplace
While safety and vigilance need to be at the forefront of anyone in a workplace, it does not have to come in uninterrupted streams. Try to avoid conversations about the news while in meetings and discussions about work. Encourage employees to take social media breaks during working hours. These are, at the moment, full of negative stimuli. There is a difference between staying informed and being overwhelmed.
2. Create certainty
Mitigating the pervasive climate of uncertainty is another goal for your safe zone. The absence of certainty is a powerful stressor that impacts people both mentally and physically. While it’s true that you may not have certainty in terms of where your business and workplace will be in the months to come, you can create a degree of certainty in terms of what each day will look like for your employees. This starts with establishing predictable routines at work.
Routines are effective ways to bring order from chaos, and as a leader, it’s important that you establish them for your teams. One effective approach, for example, is to implement a highly-structured 6-minute huddle with your team first thing every morning. If you don’t stray from the 6-minute restriction, don’t vary from the format and keep the content meaningful, this practice begins everyone’s workday with that little bit of order — signaling that the safe zone has begun.
These huddles are particularly valuable if you have found yourself with a remote workforce, where employees may be struggling to separate home life from work life. They are also a powerful vehicle for reminding your team that, despite everything, their purpose remains unchanged. Purpose, as Dan Pink highlights in his autonomy-mastery-purpose model, is a critical motivator in ongoing engagement.
3. Enhance communication
Communication with your employees is, of course, critical. But it’s not just the volume, it’s the nature and quality of communication that is important. A 2015 study found that job-relevant communication and training, as well as positive relationship communication, were strong counters to emotional exhaustion in social workers.
In addition to the morning huddle with your team, have daily check-ins with each employee — particularly with those working remotely. Keep them brief, positive and relevant to their work so that they aren’t perceived as annoyances. Consider varying the check-ins occasionally to include two employees at a time. It’s a great opportunity to help your employees feel positively connected with each other, and gives them a sense of transparency and being part of something larger.
4. Maintain an effort-reward balance
Johannes Siegrist, Senior Professor of Work Stress Research at Duesseldorf University, identified high-effort/low-reward work conditions as being a significant cause of stress and negative health in the workplace. Her research shows that stress increases when people perceive that the physical and mental effort being asked of them is greater than the reward they are receiving.
Your employees are, at the moment, being asked to cope with significant ongoing changes, learning curves and emotional situations. This is increasing their effort markedly, and you need to make sure that the effort is balanced out. It’s not necessarily about money, although that is one of the three reward types Siegrist identifies. The other two are Esteem and Status Control, and they are equally, if not more, important.
Esteem is created when leaders demonstrate appreciation and recognition for employees’ efforts. This means making sure that each employee has no doubt about how much you understand, appreciate and value the efforts they are putting in. Status Control is closely related to the autonomy component of Pink’s model, and is created when employees feel a sense of control over their work, and that their input is valued. This means listening to their thoughts and ideas, and giving them an opportunity to contribute.
It’s a fair guess that your employees are already short-circuiting and in some stage of emotional exhaustion. Given the current global environment, how could they not be?
Sadly, the relentless tsunami of negative stimuli is not going to be ending soon. The likelihood is that, even when the threat to health begins to abate, the economic fallout will still be in full bloom. If left unattended, the ongoing negative impact on your employees’ mental health and the resulting health of your workplace is only going to deteriorate. There has never been a time when strong, strategic leadership was more important.
Would ‘Defund the Police’ Work in the UK?
‘Defund the police’ has emerged as a central demand amid a spectacular eruption of collective action against lethal police violence in the United States. As UK Black Lives Matter activists take inspiration, questions are being asked about how this demand – forged in the long history of the US prison abolition movement – can gain purchase in Britain.
It is easy to point to differences between US and UK policing. Police departments on alternate sides of the Atlantic vary in their financial autonomy, in the scale of their militarisation, and in the particularities of their involvement in colonial domination.
However, it is important to understand that the core function of the police is the same in both countries: to maintain a disciplinary, capitalist and racially stratified society. It is important, too, to dispel the illusion, common in white middle-class society, that the British police are largely unarmed and govern by consent.
The challenges facing those who seek radical social transformation are also similar: how can we make demands of the police and prison systems without becoming entangled in drawn-out, tried and failed reform strategies that ultimately restabilise the carceral system’s appearance of legitimacy?
With the current protests spreading, there is an opportunity now to formulate demands that don’t just mechanically transplant principles from the US context. We must draw on the inspiring traditions of resistance here in the UK to address the specificities of our history, institutions, and public consciousness.
There are many possible abolitionist demands. A key task of the current moment is for people to come together, agree upon our priorities and mobilise our movement around them.
As the government threatens to fast-track legal action against Black Lives Matter (BLM) protesters, a call for no prosecutions for protesters would connect popular support for BLM with attention to the police’s role in suppressing emancipatory social movements.
As public anger about austerity has risen, the police have sought to present themselves as a public service suffering from budget cuts. However, part of the reason police appear overstretched is that they are being called upon to respond to incidents and issues – such as rough-sleeping, mental health crises, drug and alcohol-related problems, domestic violence, issues relating to Covid-19 – that could be far more effectively and humanely addressed by well-funded, community-based emergency support teams, crisis intervention and violence de-escalation workers.
At the same time, demands to strip police of their most oppressive units, functions and powers can highlight the harmful uses to which they put most of the resources they do have.
To this end, ‘defund the police’ might have its most direct translation in calls to stop the planned expansion of police budgets and recruitment of police officers, to disarm police of their guns and tasers, to remove stop and search and strip search powers and to abolish units such as the Territorial Support Group, which exist only to quell social unrest and dissent.
Refocusing on the demands to decriminalise drugs, sex work, migration, poverty, and protest would take away the police’s cover for their targetted harassment of oppressed groups. This might look like putting an end to drugs policing and repealing the public order legislation routinely used to suppress dissent, hostile environment legislation, and laws that criminalise homelessness and protect corporate property.
Increasing public awareness of undercover policing, as a result of the ongoing spycops inquiry, and of big data, following the Cambridge Analytica scandal, provides an opportunity to push back against mass surveillance and wrest control of data from corporations and the state.
We could start with demands to firewall data held by health, education and other public services from police counter-terrorism and immigration enforcement, to end individual and place-based risk profiling (such as the domestic extremismdatabase and the notoriously racist gangs matrix, predictive algorithms used by police and credit scoring) and to ban the use of facial and gait recognition technology.
Responding to a spate of policies that enforce the collusion of public and private organisations – from universities to job centres to employers – in the work of policing, we should mobilise a campaign of disentanglement, urging institutions to examine and extricate themselves from their involvement in policing. A demand like this might connect resistance to covert policing under the rubric of ‘care’, such as Prevent duties, with, for example, ‘ban the box’, cops off campus and anti hostile environment campaigns.
Building on the current reckoning with Britain’s colonial identity, we need to address Britain’s leading role in global policing. We should demand an end to the export of arms and policing technologies and ‘expertise’, to the use of development aid to fund policing and border enforcement overseas, and to cooperation with, for example, Hong Kong, Bahraini, and US regimes.
Given that we are witnessing the unnecessary deaths of tens of thousands of people, the demands for Covid Justice need to be connected to long-standing calls for justice for those who have suffered and died at the hands of the state or through state abandonment, in ‘custody’, at Grenfell and in the Windrush Scandal. Abolitionist movements could support demands for meaningful processes of state accountability and reparation organised under the direction of those affected.
Crucial to these accountability campaigns is the ability for people to be supported while fighting through the courts. Without propagating the myth of justice by the ‘rule of law’, we need to mobilise against the ways in which the destruction of legal aid in 2010 has strengthened the state’s immunity from challenge. This means that demands for fully accessible and properly funded legal aid for judicial reviews, actions against the police, and criminal cases are as urgent as ever.
Finally, abolitionist politics might gain traction with popular anti-austerity movements by mobilising around demands for investment in proven community-led public health responses to violence, drug-related harm, and mental health and other social crises, as has been seen in Minneapolis and to some extent in Glasgow. In doing so, we need to remain vigilant about the ways that notions of ‘public’, ‘health’ and ‘community’ can so often be reabsorbed and rerouted into new forms of social control.
While the politics of police abolition are capturing the attention and imagination of many UK activists for the first time, we are not starting from scratch.
UK abolitionists are already working to limit the expansion and power of the criminal punishment system by organising communities around the UK to stop the building of new prisons, to close detention centres, end Joint Enterprise and IPP, and transform carceral infrastructure into women-focused community resources and affordable housing. They are working in prisoner solidarity groups and abolitionist consciousness-raising projects.
The United Friends and Families campaign and INQUEST have been fighting for decades to hold officials and institutions accountable for state-inflicted deaths. The Hillsborough, Orgreave Truth & Justice, and Police Spies Out of Lives campaigns work to expose and remedy historic injustices, while organisations like 4Front,StopWatch, NetPol, Northern Police Monitoring Project, Green and Black Cross, and Account Hackney challenge these abuses in the present, laying bare the police’s role in enforcing unjust hierarchies of race and class.
Resistance to the current system is also manifest through direct confrontations with the police, such as in the widespread anti-police riots in August 2011 as well as more recent prison riots, the burning down of a police firearms training building in Bristol in 2013, on-the-ground solidarity with Travellers (one of the most heavily policed social groups in the UK) resisting violent evictions, direct actions against deportations, and local residents spontaneously uniting to block immigration raids.
Underlying these flashpoints of dissent are everyday cultures of non-compliance with unjust authorities, like when teenagers being stopped and searched talk back to cops, film the confrontation and share it on the internet. Artists like Kano and Awate give visceral and popular expression to these feelings and experiences.
Mainstream campaigns for comprehensive legal aid can have an abolitionist edge insofar as they make a material difference to the ability of people to challenge police violence, resist criminalisation, and push back against repressive legislation.
So too can ban the box campaigns, which challenge discrimination against people with criminal records in employment, education, and housing. Projects like Blue Bag Life, Our Empty Chair, and Detained Voices similarly work to undo the stigma of slur terms like ‘criminal’ and ‘illegal’ that uphold carceral systems by preventing those most affected by them from being listened to.
As abolitionist demands are mobilised against the state, it is important to resist reliance on NGO forms to carry a movement whose power lies in popular mobilisation and the leadership of Black, queer, working-class and youth activism.
We must recognise and support everyday resistance to police governance – on street corners, in schools, in cells – as part of our collective political action and be clear that bystander silence is a part of police violence.
Of course, reducing the power of police is but one part of the abolitionist project. That project is equally about building institutions and practices and transformingsociety to prevent and address the harms that police are said to be necessary to deal with, but in fact further entrench.
Dismantling policing is not an optional extra when it comes to overcoming the injustices of the present. Abolition needs to be taken up by all our social movements – from anti-sexual-harassment campaigns to housing justice, migrant rights, and environmentalist projects – by rejecting criminalisation as a means of social change and committing to build a social infrastructure in which no one is disposable.
Koshka Duff is a lecturer in political philosophy at Nottingham University who campaigns against police strip search abuse. Tom Kemp organises with Abolitionist Futures and is a lecturer at Nottingham Law School.
Fun time at work is gone: Tech offices get virus safety makeover
When employees at Salesforce, the cloud software giant based in San Francisco, eventually return to their office towers, they are likely to find that the fun is gone from their famously fun-loving workplaces.
No more chatting in the elevator. No hugging. No more communal snack jars.
Before employees can even go into the office, they will be required to fill out online health surveys and take their temperature. If they pass the health screening and have a good reason to go in, Salesforce will schedule their shifts — and send them digital entry tickets for the lobby with an arrival time.
In the lobby, employees will be asked to wait for the elevator on social-distancing floor markers and stand on other markers once inside the elevator.
These new command-and-control work practices are intended to help protect Salesforce’s more than 50,000 employees as the company undertakes a colossal task: figuring out how to safely reopen its more than 160 offices around the world.
“It’s going to be different,” Salesforce’s chief executive, Marc Benioff, said. “It’ll be more sterile. It’ll be more hospitallike.
“Things that people love, like gummy bears, huge jars of gummy bears everywhere, aren’t going to be there,” he added. “They aren’t going to have a lot of trinkets on their desks because we know that also spreads droplets.”
Salesforce’s vision of a more micromanaged workplace is indicative of the complexities that many businesses are grappling with during the pandemic and signals a significant cultural shift for office workers across the United States.
With their airy workspaces, fish bowl glass conference rooms and hangout zones, tech giants like Salesforce helped reshape the American office from packed rows of partitioned cubicles into open, shared spaces. The homey, amenity-filled settings encouraged collaboration and community — while reducing employees’ eagerness to leave for home.
“The open-plan office has always been in some ways in the interest of the company rather than the worker because it socializes productivity,” said Melissa Gregg, chief technologist for user experience at Intel, where she researches how technology affects workers’ lives. “It forces workers to watch each other’s work, and it creates very few spaces of privacy for individual workers.”
But the pandemic has made unbounded offices a liability.
A NEW NORMAL
Now some of the companies responsible for popularizing the open-office tech ethos believe they have an obligation — and a big business opportunity — to pioneer a new normal. And they are selling new tools for employers wishing to emulate them.
Facebook, for one, is betting heavily on remote work. Last month, on the same day the chief executive, Mark Zuckerberg, announced that working from home could become permanent for many Facebook employees, the company introduced new remote-working tools for its enterprise clients. They included Workplace Rooms, a videoconferencing service for team meetings.
Salesforce, whose cloud software for businesses already enables remote work, is staking out a different territory.
After closing its premises in mid-March, the company drafted a detailed 21-page handbook to reopen its offices. In recent company surveys, the majority of employees said they wanted to return to the office. Others who wish to continue working from home may do so until at least the end of this year.
“We realized that because the safety, the health, the wellness of everyone is our top priority, we were going have to manage this like we’ve never managed anything before,” said Elizabeth Pinkham, Salesforce’s executive vice president for global real estate.
Salesforce is trying out its pandemic management playbook at a handful of smaller locations that reopened in late May — in Beijing, Shanghai, Hong Kong and Seoul, South Korea — the first of its offices to reopen globally. Benioff said the company would apply any lessons it learned from the offices in Asia to subsequent locations that are preparing to reopen.
Company executives weighed factors like government guidance and declining virus cases in each region to determine when to reopen. For each building, they also redesigned floor plans to enable social distancing and instituted other safety measures.
Essentially, Salesforce is approaching the pandemic as if it were a software engineering problem. It has deconstructed the complex process of reopening into individual measures that, taken together, are expected to make the workplace safer and reduce the risks of coronavirus outbreaks.
Will the engineering approach work?
“We’re going to do it in a smart way. We’re going to be careful,” Benioff said, emphasizing that the pandemic was uncharted territory. “I can’t pretend to you I have all the answers. Let’s get real here.”
The task of overseeing the workplace redesign at Salesforce and nudging employee behavioral changes to go with it falls in part to Pinkham, who oversees the company’s global real estate.
For the Past few years, she has worked to create a consistent, homelike atmosphere at Salesforce offices around the world. As a result, many now resembles the headquarters in Salesforce Tower, the tallest building in San Francisco, where about 5,000 employees work.
On every floor, “social lounges” combine a kitchen, a dining room with big farm-style tables and a living-room-like space with couches. The top floor, called the Ohana Floor — “ohana” means “family” in Hawaiian — gives employees a place to hang out, grab a snack and admire the view during the day while offering nonprofit groups a venue for evening events.
Now, rather than try to make all the offices seem equally warm and convivial, Pinkham must make each one more antiseptic.
“Your plan for returning is going to be different for every single building,” she said. “And you’re going to have to manage a lot of different data through every single building.”
She is redesigning the floor plans for each location, in consultation with experts, to meet public health recommendations for social distancing. The company is removing workstations, for instance, to reduce office capacity.
Desks that remain will be spaced apart, with glass or Plexiglas partitions between them. Team meeting rooms that once held 14 will be severely limited.
“There’ll be a sign outside that room that says, ‘Hey, everybody, this meeting room now has a capacity of no more than four people. Please respect that,'” she said. “That will be part of the new normal.”
Salesforce will also use scheduling software to limit the number of people working at each office. It will not be an entirely automated process.
The biggest workplace change may be cultural. Until there is a coronavirus vaccine, or at least better medical treatments, Salesforce employees will find their formerly fun-loving office life more managed by rules and tech tools.
In other words, they may get a taste of the kind of top-down infrastructure that is more common for retail and warehouse workers — with one huge difference: If Salesforce employees would rather not fill out daily coronavirus symptom surveys or don’t like the new office rules, they can keep working from home.
Employees will still want to go into the office, Pinkham said, only less frequently and for more specific reasons. To adapt, the company plans to schedule certain teams for the same shifts so they can see their colleagues and whiteboard ideas together, she said, albeit while wearing masks in more sparsely populated conference rooms.
“It may become more of an intentional behavior,” Pinkham said of going to the office, “versus an ‘I just wake up and go to the office because that’s what I do’ behavior.”
It is an idea that will make the tech office, once the ersatz home away from home, more like a hotel.
Author: The New York Times
St. Luke’s launches ‘Return to Work’ program | Times News Online
Published June 13. 2020 07:23AM
St. Luke’s Occupational Medicine, in collaboration with St. Luke’s Behavioral Health, St. Luke’s Fitness Centers, and St. Luke’s Care Now sites, are launching a Return to Work program for businesses as local communities begin to open at this point during the COVID-19 pandemic.
“The St. Luke’s Return to Work program provides a variety of services to employers and their employees including clinical evaluation of employees at our Care Now facilities as well as providing mental wellness care and more,” says Benjamin Guerin, sales director for St. Luke’s Occupational Medicine.
“We are ready to support businesses in the area to offer a comprehensive and robust package of services covering diet, healthy living, mental wellness, and medical policy, all provided by our professional and dedicated team,” Guerin adds.
St. Luke’s Return to Work Program includes the following components:
Return to Work Evaluations: Care Now sites provide comprehensive physical and clinical evaluation of employees.
Medical Policy Consultation: Board Certified Occupational Medicine physicians are available to help employers develop medical policy and guidance based on the company’s policy needs.
Mental Well-Being Support: Licensed mental health professionals are available to provide education and well-being support to empower employees and help them recognize and overcome stressors related to work life balance.
Onsite Employee Temperature Monitoring: The St. Luke’s team of healthcare professionals are trained to perform accurate measurements using non-contact infrared thermometers.
Fitness, Dietary, and Healthy Living Recommendations: St. Luke’s exercise physiologists, dieticians and athletic trainers can provide guided recommendations for getting back on track after time off including dietary education and fitness guidance.
St. Luke’s ExecuHealth: A program offering executives a focused, evidence-based picture of their overall health and well-being in one day. This comprehensive physical ensures your executives can perform at their optimum level.
“You can trust St. Luke’s now more than ever to provide you with the highest quality of care from our dedicated team of professionals,” says Guerin. “We’re here, and we’re ready for you.”
For more information, visit sluhn.org/COVID-19, call St. Luke’s InfoLink at 1-866-STLUKES (785-8537), option 4 or email InfoLink@sluhn.org.