Seven considerations for employers when digital life comes to work

Social media, gaming and virtual environments can have a positive role to play in shaping how we connect and cope with everyday pressures.

These digital worlds, however, can also affect our mental wellbeing by increasing levels of fatigue, anxiety and our propensity for distraction, as well as reducing workplace resilience.

Although children and adolescents are especially vulnerable, unhealthy digital use and online behaviours can also affect adults and family dynamics, which in turn can spill over into the workplace.

For employers, this calls for a good understanding of how digital life and workplace wellbeing interact, and for a sensitive and informed response.

Late-night screen use or emotional online interactions can increase an employee’s anxiety and effect sleep. In turn, this can carry over into their working day, affecting both their focus and judgement.

Consequently, employers cannot always attribute mental health challenges to workload or workplace culture.

To understand why some employees struggle, even in supportive workplaces, a wider understanding of the effects of constant connectivity is needed.

The mental health impact of digital life can often be greater for children and adolescents, who are still developing emotionally.

A constant comparison with others and the search for online validation can lead to increased anxiety and low self-esteem, particularly when time spent on social media is excessive.

Under such circumstances, parents and carers will frequently shoulder the emotional burden. The worry and disrupted routines that accompany this can negatively impact rest and recovery, which may then affect how they perform at work.

The pressures can affect employees’ focus, their wellbeing and even rates of workplace absence.

Although screen time is often seen as an issue facing children, adults are also affected by social media and online platforms.

Social media can encourage constant engagement and comparison, while gaming and online spaces can blur the lines between relaxation and escapism.

For some employees, spending time online can be a way to manage stress or switch off. Without boundaries, however, it can lead to fatigue and poor sleep patterns, adding to existing pressures and exacerbating mental health challenges.

It is important to remember that some online spaces can be genuinely supportive. Forums for new parents, for example, or for people living with long-term conditions can help reduce feelings of isolation. Similarly, mindfulness, breathing and sleep apps, when used appropriately, can also play a role in supporting mental wellbeing.

For employers, it helps to view digital habits as one of several factors that can affect employee wellbeing, rather than the sole cause.

More often than not, the effects of screen use on mental health reveal themselves as subtle behavioural or performance changes, such as poorer levels of engagement, irritability, tiredness or difficulty concentrating.

These changes are often attributed to workload or personal circumstances, while the underlying causes are overlooked.

Although employers are not expected to diagnose mental health issues, they should be aware that digital pressures can sit alongside other causes of stress. This will help them respond with greater empathy.

Early intervention, which may simply take the form of supportive conversations, can help prevent issues from escalating.

Employers cannot control how employees use social media or digital platforms, but they can foster an appropriate digital culture within the workplace.

There is always a risk of “digital overload” resulting from expectations for employees to be “always on”, constant notifications and unclear rules around employee availability.

Employee downtime should be respected, regular breaks should be encouraged and expectations around employee responsiveness should be realistic and fair.

If clear boundaries are set, meanwhile, businesses can create a “psychological safe” environment - one that helps employees to feel that their wellbeing is valued, without intruding into their personal lives.

A social media policy, which is communicated well and not too prescriptive, can also have a role to play by providing general guidance on appropriate online conduct, as well as outlining expected behaviour at work.

When line managers notice changes in employee behaviour or performance, they will often feel uncomfortable raising mental health concerns, particularly when issues originate from outside the workplace.

Equipping managers with basic mental health awareness and the confidence to have supportive conversations can make a real difference.

Managers who understand the pressures and challenges of constant connectivity will be better placed to respond, acknowledging employee concerns and guiding them to the most appropriate support.

Effective wellbeing support does not need to be complex but it is important that existing resources are accessible and clearly communicated.

Employee assistance programmes, counselling services, flexible working options and other mental health support initiatives can have an important role to play. Employees, however, need to understand that they’re available to them.

By normalising mental health conversations and regularly signposting support, businesses can help to eradicate stigmas and encourage early intervention.

Social media, gaming and virtual environments have become a part of everyday life, shaping mental wellbeing in ways that extend beyond the workplace.

If employers can recognise the pressures that many employees will face in this connected world and take steps to set clear boundaries, provide support for managers and make wellbeing resources readily accessible, they can help create a healthier workplace.