Tackling stress to unlock employee potential

LAHORE: Entrepreneurs often prefer hiring individuals from affluent backgrounds due to their better access to early education and extracurricular opportunities, which equip them to navigate professional settings more effectively. In contrast, individuals from poorer backgrounds are frequently overlooked because they may initially lack exposure to formal work environments.

However, the performance of employees with similar qualifications can be shaped by multiple factors, including their socioeconomic background, which can be mitigated through proper training and support. Employees from affluent backgrounds may have had access to advanced tools and technologies during their education, enabling them to excel in certain tasks. Meanwhile, employees from disadvantaged backgrounds, though lacking similar resources, often demonstrate resilience and resourcefulness that can make them equally or even more effective in their roles.

Economic insecurity among employees from poorer backgrounds may impact their mental well-being and, consequently, their productivity. Yet, this insecurity can also serve as a motivator, pushing them to work harder to achieve job stability. For employees from less privileged circumstances, a job often represents a critical path to upward mobility, fostering high levels of motivation. In contrast, affluent employees may exhibit varying degrees of drive depending on their personal motivations and circumstances.

Social networks and family support often give employees from wealthier families an advantage in managing work-life balance and workplace challenges. On the other hand, employees from less privileged families frequently shoulder additional responsibilities, such as financial support for their households, which can affect their focus and energy.

Organisations can minimise these disparities by fostering inclusive workplace environments. Key measures include: providing training programs to level the playing field; offering mentorship to employees from disadvantaged backgrounds; ensuring equitable workplace policies that address stressors affecting economically disadvantaged employees; and promoting an inclusive culture that values diverse perspectives and experiences.

Research consistently shows that, with adequate support and training, employees from poorer backgrounds can perform just as well as their affluent counterparts. Moreover, their unique life experiences often enhance their problem-solving abilities and resilience, traits that affluent employees may lack.

Scientific studies in behavioural economics, psychology and neuroscience reveal that differences in decision-making between individuals from different socioeconomic backgrounds are often linked to circumstantial stress rather than inherent differences in brain structure. Poverty imposes a heavy cognitive load due to constant concerns about basic needs such as food, shelter and healthcare. This ‘tunnelling effect’ compels individuals to focus on immediate challenges, sometimes at the expense of long-term planning or better decision-making.

Entrepreneurs seeking to boost productivity and performance -- particularly among employees from economically disadvantaged backgrounds -- should prioritise reducing stress and ensuring peace of mind. Key strategies include: offering fair, liveable wages to alleviate financial insecurity; providing health insurance, counselling, and stress management programmes to support mental health; creating clear career paths to enhance job security; and implementing flexible work arrangements and childcare support to accommodate personal challenges.

A positive work culture where employees feel valued can significantly mitigate the psychological toll of financial or personal struggles. Entrepreneurs should recognise that stress is not merely an individual issue but an organizational challenge. High-stress environments, whether due to economic insecurity or toxic work cultures, lead to reduced productivity, higher turnover and increased absenteeism.

Ensuring employees’ peace of mind is not just an ethical imperative; it is also a sound business strategy. Workers who feel secure and supported are more likely to be innovative, collaborative and productive.