In 2024 HR teams continue operating at the center of a mental health crisis at work. According to our latest Employee Relations Benchmark Report, a full 70% of organizations attribute mental health issues as a primary factor behind their case volumes in 2023[1]. In addition to rising case volumes, spikes in accommodation requests are a concrete reminder that HR needs to have comprehensive policies and processes in place to support workforce health and wellness.
One excellent but underutilized strategy for successfully managing one important aspect of workplace mental health issues is a formal aftercare program. Following any employee situation that may create mental or emotional stress, especially an investigation, it’s very likely that employees can still feel vulnerable, stigmatized or even fearful about retaliation. The best way to counteract these feelings is to proactively confirm that the specific issue is not only resolved but that involved employees have what they need to find closure, feel safe and move on from the issue.
Unfortunately, only 6% of organizations in 2023 reported having a well-defined aftercare process[2]. The good news is that for many HR teams in 2024, aftercare is moving from an afterthought to top of mind topic. If your team is in the early stages of creating a formal aftercare program or even toying with the idea of how to get started, here are some best practice recommendations our team has curated from countless conversations we’re currently having in our professional empowER community.
7 Steps for creating a formal aftercare program:
Pilot ONE case type and use it to inspire your team: If implementing a formal aftercare program feels overwhelming, understand that it’s ok to do this in phases. One way to gain buy-in and confidence is to start small! Commit to choosing one case type to start with, pilot the program and then expand aftercare to other case types when the process feels scalable.
Gather Investigation Feedback: This seems like common sense, yet only 20% of organizations gather employee feedback following an investigation[3]. Showing an interest in employee sentiments following an investigation signals to your employees that their well-being is indeed a priority and helps create trust. Examples of feedback questions include:
Did you feel the investigation was conducted in a thorough and timely manner?
Did you feel you were treated with dignity and respect?
Did you have the support and resources you needed?
Was the investigator’s finding clearly communicated to you?
How can we improve the investigation process?
Knowing this information can also help your team refine your investigation process and confirm whether an issue is truly resolved. Finally, employee feedback also helps inform the support strategy you need to deliver to re-engage employees as they heal.
Review your data and assign the right person to check in with every stakeholder involved:
Once you’ve collected the feedback from an investigation, you’ll want a strategy for regularly checking in with the involved parties, but remember, how you check in matters. It’s best to have a dedicated team within HR take the lead.
Unfortunately, 44% of organizations rely on their managers to take the lead on following up. While it might be the ‘simplest’ process, it’s not necessarily the best. First, managers may not know how to handle the situation. Second, they may be ‘too close’ to the issue if it involves multiple members of their team. Just 24% of organizations have ER/HR checking in at 30, 60 and 90 days post-investigation [4]; we can and must do better. Define the person or people on your HR team, or trusted independent body, in charge of aftercare and create a communication process that flows appropriately. It’s important to note that the aftercare team might look different from organization to organization, by case type or even by issue - in aftercare, there is no one-size-fits-all.
Define the format and cadence for follow-up activities: Obviously, we have many communication channels to choose from but no matter what your team decides is the most appropriate, ensure that the method is well-defined and communicated early in the process. It’s all about expectations, right? While 30, 60, and 90-day check-ins are standard for some organizations, it’s best to let case type drive frequency. As you sit down to create your process, factor in unique requirements for different types of cases. For example, if the case involves a physical injury, you may want daily touchpoints until the injured party is stable and feels safe.
Identify meaningful metrics to measure success: We know that thoughtful aftercare programs improve trust, help re-engage and retain high-performing employees, minimize retaliation and improve employee experiences. Help your leadership see the results by defining some metrics that measure these types of outcomes. Examples of powerful metrics to consider include:
HR referral rate post investigations, meaning would employees refer others to report issues?
Trust in the organization, meaning do employees feel more or less trust in leadership after an investigation?
Retention/regrettable attrition rates, meaning is there a measurable increase in retention or decrease in attrition in employees who have been involved in issues?
Employee advocacy for the organization post investigation, meaning how likely are they to recommend their employer to others as a great place to work?
How many people are enrolled in the aftercare program?
Tracking retaliation data, job moves, development programs offered, and pay changes to involved parties.
Document the actions taken: Once you’ve outlined a formal aftercare program, your documentation strategy should support the new process with automated workflows. For example, ensure your team receives timely check-in reminders and that your workflows automate how follow-up emails, phone calls, and meetings are logged within the appropriate case files. Keep in mind that case and investigation documentation should always be searchable and accessible for future reference.
Review and evaluate your process: As with any process, aftercare programs must evolve to improve. Make sure you’re frequently checking in with your internal team and answering the right questions. Do you need more mental health expertise on the team - can you partner to gain it? Are employees responding positively to the resources you offer? Are employees (and their teams) able to move on after an incident? Do we need to expand the first iteration of aftercare for additional individuals (for example, the subject and witnesses)If you genuinely ask for feedback you’ll find out quickly what is and is not working. As you gather feedback from stakeholders, hold your team accountable to review that feedback, identify trends or lessons and create action plans to overcome what isn’t working.
While we can’t control the mental health of our workforce, we can choose to stay proactive in how we support employee wellbeing. Done right, a formal aftercare program will go far to foster trust, re-engage and retain high-performing employees, minimize retaliation and improve employee experiences.
Deb Muller is the founder and CEO of HR Acuity.
