What challenges did you encounter when introducing OpenUp to staff?
Our workforce is very diverse and ranges from office workers to logistics staff. Since their needs and activities are so different, we couldn’t create a one-size-fits-all solution. We initially wanted to roll out OpenUp gradually and inform departments like marketing and HR that have more affinity with the topic of mental well-being. Following this, we wanted to offer OpenUp in departments that were under particular pressure during COVID, for example because of customers who didn’t want to wear masks or store closures caused by lockdowns.
However, due to the outbreak of war in Ukraine, we actually decided to offer OpenUp to everyone right away. In this unprecedented situation, we wanted to give all colleagues the opportunity to get help – and at the same time. No matter how diverse our employees are , a war triggers our primal fears, regardless of where you’re from or what you do. So we decided that we needed to roll out OpenUp to all staff, quickly.
How did you roll out OpenUp to the company, particularly in differing areas like logistics and the stores?
We talked about OpenUp in our team channels and then also brought it up in department meetings. For our logistics department, we created materials and notices – since they don’t work on computers, an email announcement would have been less effective. We also created video clips that are still available digitally to all employees. For the stores, we created videos of two of our store employees who were willing to open up and talk about this issue. This was our way of making sure that we had ambassadors from different areas of the business.
However, in my experience, it’s better not to have just one big roll-out moment. You have to keep talking about it again and again. New starters arrive every month and it can easily get forgotten. People only really get the message when you mention it over and over again.