“When you need help for your family or child, we’ve found that it’s hard to find a Spanish-speaking clinician in Rhode Island,” said Jayashree Nimmagadda, a professor of social work at RIC and the center’s founder. “And those clinicians who are bilingual have long waiting lists.”

The center is primarily focused on recruiting, training, and graduating Latino students in clinical social work; building a community for clinical social work students; strengthening curriculum to address issues regarding Hispanic populations; and recruiting and retaining Latino faculty in social work “so our faculty represents and looks like the students,” Nimmagadda said.

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State Senator Alana M. DiMario, who has advocated for accessing mental health support, said finding a licensed provider with a similar cultural background can make all the difference.

“One of the things we know is mental health services are accessed more frequently and are also more effective when people feel as though they can access a provider who can understand them,” DiMario said. “That goes both for understanding the provider in terms of the language they’re more comfortable speaking, but also in terms of familiarity with cultural aspects.”

DiMario said there’s often “less stigma, less barriers, when somebody can access care from a person who looks like them and sounds like them.”

The center, which opened over the summer, was funded by a grant from the US Health Resources and Services Administration. The grant provided $650,000 for the first year, with the possibility of additional funding for another three years, according to a press release from RIC.

Rhode Island’s primarily white and English-speaking behavioral health workforce does not reflect the racial and cultural diversity of its residents, and a 2021 report by the Mental Health Association of Rhode Island found that efforts must be made to close the gap.

DiMario pointed out how the process for becoming a licensed social worker or mental health care provider inherently works against many people.

“There are a lot of barriers there,” DiMario said.

Traditionally, people need a bachelor’s and master’s degree to become a mental health care provider.

“And during the master’s degree, you need to complete several hundred hours of unpaid training,” DiMario said, adding that individuals then typically take a lower-wage-paying position while seeking independent licensure.

There is also a standardized exam that is not offered in any language other than English, she said.

“You can see where those disincentive points are for people who’s first language is not English, or people who need to work their way through college and grad school, and for people who need to make sure their taking on a higher wage earning job because they have student loan debt,” said DiMario, who helped pass legislation last year that makes the social worker licensing process slightly more accessible, by eliminating the first of two standardized tests licensees are required to take.

The center plans to partner with guidance counselors at local schools, so that when students consider future careers, they think about social work.

“Usually when students think of helping other people as their passion, they may not think of social work as an option,” Nimmagadda said. “We plan to be more intentional about building awareness.”

The center also seeks to close the gap in research by and for the Latino community.

“We believe there are alternative treatments that can serve our community more effectively,” said Vilna Tejeda, the center’s co-director. “Our hope is that this will lead to an end of over diagnosing and over medicating in our communities.”

The center’s work also aligns with RIC’s Hispanic Serving Institution status, a federal designation that recognizes schools where 25 percent or more of undergraduate, full-time students identify as Hispanic. RIC is the only college in Rhode Island with the distinction.

Additionally, they’ve partnered with Rhode Island Free Clinic and Clinica Esperanza, and signed agreements so that students from the center can become interns with these agencies and receive clinical supervision from one of their licensed, bilingual social workers.

Through the center, students will learn about specific health disparities and social determinants of health that impact Hispanic communities, according to RIC.

“This center is going to be a big deal for the state,” said Estrellita Moronta, the center’s first faculty fellow. “It demonstrates that Rhode Island is progressive and willing to move along with Latinx growth in the United States.”

The first meeting of students for the Center of Excellence, a program that seeks to end barriers to Latinx mental healthcare.Gene St. Pierre/Rhode Island College

Brittany Bowker can be reached at brittany.bowker@globe.com. Follow her @brittbowker and also on Instagram @brittbowker.

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As the world emerges from the challenges posed by the COVID-19 pandemic, it is crucial for employers and paymasters to recognise the paramount importance of maintaining good mental health among their employees. The pandemic left no aspect of our lives untouched, and the toll it took on mental well-being cannot be underestimated. Now that we find ourselves on the path to normalcy, businesses have a unique opportunity to cultivate a resilient and thriving workforce by prioritising the mental health of their employees.

Prioritising mental health is important. (Unsplash)

COVID-19 not only resulted in significant loss of life and disruptions to economies but also had profound effects on the mental health of individuals worldwide. Prolonged uncertainty, social isolation, fear, and anxiety have left lasting imprints on the minds of employees. Even as the world returns to normalcy, many continue to grapple with stress and psychological challenges stemming from the pandemic.

The pandemic acted as a catalyst, intensifying pre-existing mental health issues and triggering new ones in individuals. The shift to remote work, though necessary, brought its own set of challenges. The burden of caregiving responsibilities, homeschooling, and managing household chores added to the emotional toll. Frontline workers witnessed immense suffering and risked their lives daily, leading to trauma and emotional exhaustion. Furthermore, the stigma surrounding mental health remains a barrier to seeking help. Employees fear judgement and repercussions, leading them to suffer in silence.

Employers play a vital role in supporting their workforce’s well-being. By fostering a supportive work environment, promoting work-life balance, and providing access to mental health resources, employers can help alleviate the burden on employees. The pandemic has shown that investing in mental health is not only compassionate but also a strategic decision for organisations. Prioritising employee mental well-being leads to a more resilient, engaged, and productive workforce. By acknowledging the importance of mental health and providing the necessary support, employers can contribute positively to their employees’ recovery and overall success.

A mentally healthy workforce is more engaged, productive, and resilient. Conversely, neglecting employees’ mental well-being can lead to reduced productivity, increased absenteeism, higher turnover rates, and a decline in workplace morale. Therefore, it is necessary to undertake some of the following steps such as –

1. Fostering a supportive work culture and creating a work environment that values mental health is the first step toward cultivating a resilient workforce. Employers must encourage open dialogue about mental health and destigmatise seeking help or taking mental health days. Training managers to recognise signs of distress and providing resources for support can make a significant difference.

2. The pandemic has also shown that flexible work arrangements, such as remote work and flexible hours, can be both effective and beneficial for employees. Such arrangements empower employees to strike a healthier work-life balance and reduce the stress associated with rigid schedules. Encouraging a healthy work-life balance demonstrates a commitment to employees’ well-being. Set clear boundaries for working hours and promote leisure activities, social connections, and self-care to help employees recharge and stay mentally fit.

3. Offering mental health training and workshops can be another way through which employers and organisations can help employees better understand and manage their own mental well-being, as well as support their colleagues in times of need. Knowledge about mental health can help reduce stigma and create a more empathetic work environment.

4. Identifying and addressing workplace stressors that contribute to employee burnout and anxiety can be another significant step toward the mental well-being of the workforce. Regularly assess workloads, set realistic goals, and encourage open communication to prevent overwhelming employees with undue pressure. Through employee surveys and feedback mechanisms such as conducting regular employee surveys to gauge their satisfaction and mental well-being. Also by providing anonymous channels for employees to express concerns and feedback related to mental health support and initiatives. The feedback received must be acted upon proactively to continuously improve and adapt mental health programmes.

5. Collaborating with mental health experts and organisations to gain insights into best practises and evidence-based strategies for supporting employee mental health can be a productive step as partnering with experts can ensure that the initiatives implemented are effective and aligned with industry standards.

6. Allocation of adequate resources and budget to support mental health programmes and initiatives is necessary to ensure the effective implementation of best practises and evidence-based strategies. Employers should consider mental health as a long-term investment rather than a short-term cost, as the positive outcomes will contribute to the organisation’s success and sustainability.

While implementing all of the aforementioned steps it should be kept in mind that inclusive and diverse mental health support is necessary. Employers must recognise that mental health challenges can vary across employees due to diverse backgrounds and experiences. Inclusive and culturally sensitive mental health support must be offered to cater to the needs of all employees, fostering a sense of belonging and understanding.

As the world rebounds from the challenges of COVID-19 and embraces a semblance of normalcy, employers and paymasters must not overlook the profound impact the pandemic has had on their employees’ mental health. Prioritising mental well-being should be at the forefront of any organisation’s strategy to build a resilient and thriving workforce. By fostering a supportive work culture, implementing flexible arrangements, providing resources like promoting work-life balance, offering mental health training, and reducing workplace stressors, businesses can take a proactive approach to safeguarding the mental health of their most valuable asset – their employees. Only by recognising and addressing the importance of mental health post-COVID can employers pave the way for a brighter and more productive future for both individuals and the organisations they serve.

This article is authored by Ananya Raj Kakoti and Gunwant Singh, scholars of international relations, Jawaharlal Nehru University.

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Next-generation technology has drastically changed the modern work landscape. Forget Zoom meetings — even email itself is relatively new, saving people a trip to their manager’s office to ask about time off. Now, with generative artificial intelligence (AI), instant messaging, and even augmented reality exploding in recent years, graduates are entering a very different workplace than their parents. How are they handling it?

Staying Up-to-Date

New graduates read the news, peruse research papers, and watch videos to stay caught up with next-generation technology trends. Younger generations are more likely to adopt technology as it comes out and learn to use it quickly. They also have a more positive view of new tech. In one survey, 19% of Gen Z respondents rated tech-savviness as the most important quality of their generation.

Signing Up for Internships and Apprenticeships

New graduates often participate in internships or apprenticeships before transitioning to the workforce. These programs train up-and-coming workers on valuable skills, including how to use next-generation technology and get along with professionals in the workplace.

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In an increasingly competitive market, internships and apprenticeships can also be easier to obtain than jobs, especially for graduates just getting started in their careers. Employers often use these programs to shape job candidates for future positions.

Going Back to School

Many new graduates struggle to find jobs amid an uncertain market. In 2021, almost 50% of U.S. 2020 graduates were still looking for a career — nearly a year after they finished college.

That’s why many new graduates decide to pursue a higher education. With so many employers requiring a bachelor’s degree for entry-level positions, having a master’s degree or higher helps job seekers stand out. It can also give them the skills needed to move up in their current workplace. Online classes have made it easier for people to balance a career and school at the same time.

Joining Professional Communities

Up-and-coming workers often attend industry events, become part of professional networks, and join online communities of other workers in their field. Networking offers a chance to connect with industry experts and engage in discussions that foster learning and collaboration.

Networking can also help new employees who feel overwhelmed or confused by their jobs. Many new graduates have impostor syndrome, the feeling that they aren’t actually competent in their field and were hired by mistake. This feeling can become stronger when employees have to learn to use new technology at work. Talking with other professionals can reassure workers that many people feel unsure and are still great at their jobs.

Seeking Mentorship and Guidance

Many young professionals seek the guidance of someone older or more experienced. Mentors can provide valuable insights, offer career advice, and help new graduates navigate the complexities of the workplace.

Mentorship is a crucial part of many careers, especially jobs in the trades where hands-on experience is paramount. A Gallup survey found that only 40% of employees have a workplace mentor. But employees with mentors are twice as likely to strongly agree that they have chances to grow and learn at work. They’re also 75% more likely to strongly agree that their workplace offers a clear plan for their career development.

Embracing Self-Learning

Massive Open Online Courses (MOOCs) have made it easier than ever for new graduates to continue learning. Platforms like Coursera offer thousands of free, open online courses — many of them from prestigious universities — to practically anyone who wants to attend. Graduates can take these classes on their own time to help them advance at work.

Other resources that have made learning more accessible include audiobooks, e-books, and podcasts, all of which are compatible with working a full-time job. On the technical side of things, new graduates are learning about cloud computing, programming, big data analytics, and software development, with a strong focus on cybersecurity and AI.

But new grads are also brushing up on their soft skills. Workplaces increasingly want employees with a growth mindset, strong interpersonal skills, and a willingness to take on challenges, so young professionals are polishing these skills off the clock. Self-help books, online videos, and even therapy are helping young professionals develop much-needed skills for the workplace, many of which improve the ability to use new technologies.

Asking for Help

Most new graduates belong to Gen Z, who are notorious for their willingness to be vulnerable. Many people in this young generation talk unabashedly about mental health struggles, burnout, and stress in the workplace, and they aren’t afraid to ask for help in these areas.

One of the biggest ways new graduates navigate next-gen technology is by simply asking for guidance from co-workers or managers. Rather than viewing this act as a form of weakness, many see it as just another part of learning to excel at a new job.

Employers can help new hires understand workplace technology through informal or formal training. Although training can have high upfront costs, it’s critical for getting employees on the same page and allowing them to do their jobs more efficiently. It pays for itself in the long run.

Participating in Competitions

Go-getters who want to learn more about next-generation technology are joining hackathons, coding competitions, and other programming challenges to improve their skills. These events are especially useful to anyone who wants to work in IT or cybersecurity. They give new graduates a fun, hands-on way to gain experience in their chosen field.

Additionally, these competitions can bring employees together and help them bond over a shared activity. They can strengthen skills such as teamwork, communication, and productivity in the workplace.

Leveraging Next-Generation Technology

Tools like Zoom and ChatGPT are redefining the workplace. Employees can be untethered from the physical office, instantly connect with colleagues, and rapidly find solutions to complex problems. Workers find themselves having to constantly adapt to new forms of tech.

Young professionals are learning about some next-generation technology themselves, but they’re also taking classes and making interpersonal connections to improve their skills. With so many methods for learning becoming accessible, it’s no wonder new graduates are embracing technology with open arms. 

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By Lauren Sausser

June 7, 2023

If you or someone you know may be experiencing a mental health crisis, contact the 988 Suicide & Crisis Lifeline by dialing “988,” or the Crisis Text Line by texting “HOME” to 741741.

CHARLESTON, S.C. — Melanie Gray Miller, a 30-year-old physician, wiped away tears as she described the isolation she felt after losing a beloved patient.

“It was at the end of a night shift, when it seems like bad things always happen,” said Miller, who is training to become a pediatrician.

The infant had been sick for months in the Medical University of South Carolina’s pediatric intensive care unit and the possibility that he might not improve was obvious, Miller recalled during an April meeting with physicians and hospital administrators. But the suddenness of his death still caught her off guard.

“I have family and friends that I talk to about things,” she said. “But no one truly understands.”

Doctors don’t typically take time to grieve at work. But during that recent meeting, Miller and her colleagues opened up about the insomnia, emotional exhaustion, trauma, and burnout they experienced from their time in the pediatric ICU.

“This is not a normal place,” Grant Goodrich, the hospital system’s director of ethics, said to the group, acknowledging an occupational hazard the industry often downplays. “Most people don’t see kids die.”

The recurring conversation, scheduled for early-career doctors coming off monthlong pediatric ICU rotations, is one way the hospital helps staffers cope with stress, according to Alyssa Rheingold, a licensed clinical psychologist who leads its resiliency program.

“Often the focus is to teach somebody how to do yoga and take a bath,” she said. “That’s not at all what well-being is about.”

Burnout in the health care industry is a widespread problem that long predates the covid-19 pandemic, though the chaos introduced by the coronavirus’s spread made things worse, physicians and psychologists said. Health systems across the country are trying to boost morale and keep clinicians from quitting or retiring early, but the stakes are higher than workforce shortages.

Rates of physician suicide, partly fueled by burnout, have been a concern for decades. And while burnout occurs across medical specialties, some studies have shown that primary care doctors, such as pediatricians and family physicians, may run a higher risk.

“Why go into primary care when you can make twice the money doing something with half the stress?” said Daniel Crummett, a retired primary care doctor who lives in North Carolina. “I don’t know why anyone would go into primary care.”

Doctors say they are fed up with demands imposed by hospital administrators and health insurance companies, and they’re concerned about the notoriously grueling shifts assigned to medical residents during the early years of their careers. A long-standing stigma keeps physicians from prioritizing their own mental health, while their jobs require them to routinely grapple with death, grief, and trauma. The culture of medicine encourages them to simply bear it.

“Resiliency is a cringe word for me,” Miller said. “In medicine, we’re just expected to be resilient 24/7. I don’t love that culture.”

And though the pipeline of physicians entering the profession is strong, the ranks of doctors in the U.S. aren’t growing fast enough to meet future demand, according to the American Medical Association. That’s why burnout exacerbates workforce shortages and, if it continues, may limit the ability of some patients to access even basic care. A 2021 report published by the Association of American Medical Colleges projects the U.S. will be short as many as 48,000 primary care physicians by 2034, a higher number than any other single medical specialty.

A survey published last year by The Physicians Foundation, a nonprofit focused on improving health care, found more than half of the 1,501 responding doctors didn’t have positive feelings about the current or future state of the medical profession. More than 20% said they wanted to retire within a year.

Similarly, in a 2022 AMA survey of 11,000 doctors and other medical professionals, more than half reported feeling burned out and indicated they were experiencing a great deal of stress.

Those numbers appear to be even higher in primary care. Even before the pandemic, 70% of primary care providers and 89% of primary care residents reported feelings of burnout.

“Everyone in health care feels overworked,” said Gregg Coodley, a primary care physician in Portland, Oregon, and author of the 2022 book “Patients in Peril: The Demise of Primary Care in America.”

“I’m not saying there aren’t issues for other specialists, too, but in primary care, it’s the worst problem,” he said.

The high level of student debt most medical school graduates carry, combined with salaries more than four times as high as the average, deter many physicians from quitting medicine midcareer. Even primary care doctors, whose salaries are among the lowest of all medical specialties, are paid significantly more than the average American worker. That’s why, instead of leaving the profession in their 30s or 40s, doctors often stay in their jobs but retire early.

“We go into medicine to help people, to take care of people, to do good in the world,” said Crummett, who retired from the Duke University hospital system in 2020 when he turned 65.

Crummett said he would have enjoyed working until he was 70, if not for the bureaucratic burdens of practicing medicine, including needing to get prior authorization from insurance companies before providing care, navigating cumbersome electronic health record platforms, and logging hours of administrative work outside the exam room.

“I enjoyed seeing patients. I really enjoyed my co-workers,” he said. “The administration was certainly a major factor in burnout.”

Jean Antonucci, a primary care doctor in rural Maine who retired from full-time work at 66, said she, too, would have kept working if not for the hassle of dealing with hospital administrators and insurance companies.

Once, Antonucci said, she had to call an insurance company — by landline and cellphone simultaneously, with one phone on each ear — to get prior authorization to conduct a CT scan, while her patient in need of an appendectomy waited in pain. The hospital wouldn’t conduct the scan without insurance approval.

“It was just infuriating,” said Antonucci, who now practices medicine only one day a week. “I could have kept working. I just got tired.”

Providers’ collective exhaustion is a crisis kept hidden by design, said Whitney Marvin, a pediatrician who works in the pediatric ICU at the Medical University of South Carolina. She said hospital culture implicitly teaches doctors to tamp down their emotions and to “keep moving.”

“I’m not supposed to be weak, and I’m not supposed to cry, and I’m not supposed to have all these emotions, because then maybe I’m not good enough at my job,” said Marvin, describing the way doctors have historically thought about their mental health.

This mentality prevents many doctors from seeking the help they need, which can lead to burnout — and much worse. An estimated 300 physicians die by suicide every year, according to the American Foundation for Suicide Prevention. The problem is particularly pronounced among female physicians, who die by suicide at a significantly higher rate than women in other professions.

A March report from Medscape found, of more than 9,000 doctors surveyed, 9% of male physicians and 11% of female physicians said they have had suicidal thoughts. But the problem isn’t new, the report noted. Elevated rates of suicide among physicians have been documented for 150 years.

“Ironically, it’s happening to a group of people who should have the easiest access to mental health care,” said Gary Price, a Connecticut surgeon and president of The Physicians Foundation.

But the reluctance to seek help isn’t unfounded, said Corey Feist, president of the Dr. Lorna Breen Heroes’ Foundation.

“There’s something known in residency as the ‘silent curriculum,’” Feist said in describing an often-unspoken understanding among doctors that seeking mental health treatment could jeopardize their livelihood.

Feist’s sister-in-law, emergency room physician Lorna Breen, died by suicide during the early months of the pandemic. Breen sought inpatient treatment for mental health once, Feist said, but feared that her medical license could be revoked for doing so.

The foundation works to change laws across the country to prohibit medical boards and hospitals from asking doctors invasive mental health questions on employment or license applications.

“These people need to be taken care of by us, because really, no one’s looking out for them,” Feist said.

In Charleston, psychologists are made available to physicians during group meetings like the one Miller attended, as part of the resiliency program.

But fixing the burnout problem also requires a cultural change, especially among older physicians.

“They had it worse and we know that. But it’s still not good,” Miller said. “Until that changes, we’re just going to continue burning out physicians within the first three years of their career.”

KFF Health News is a national newsroom that produces in-depth journalism about health issues and is one of the core operating programs at KFF—an independent source of health policy research, polling, and journalism. Learn more about KFF.

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Fox Point, Wis. – Wisconsin Department of Administration (DOA) Secretary Kathy Blumenfeld, Department of Workforce Development (DWD) Secretary-designee Amy Pechacek, and Department of Health Services (DHS) Assistant Deputy Secretary Sarah Valencia today joined with officials from the Friendship Circle of Wisconsin for a roundtable discussion centered on removing employment barriers for individuals with disabilities and promoting critical mental health trainings for Wisconsinites. The secretaries met with Friendship Circle Executive Director Levi Stein, staff, board members, and area stakeholders for a robust discussion that highlighted Friendship Circle programs as well initiatives from Gov. Tony Evers to address the state’s workforce needs and expand access to mental and behavioral health services.

“Workforce development and mental health care are among our state’s most pressing challenges right now,” Secretary Blumenfeld said. “It was heartening to learn how Friendship Circle is meeting both of those challenges with dedication, resourcefulness, and empathy. As a provider of vital services, they are doing their part to serve those in need; as a state, we must do ours to bolster our workforce and expand access to mental health care.”

First row, from left, Terry Miller, Employment Training Program (ETP) Educational Director for Friendship Circle; Wisconsin Department of Administration (DOA) Secretary Kathy Blumenfeld; Department of Workforce Development (DWD) Secretary-designee Amy Pechacek; Shira Miller, ETP Graduate and Barista of Friendship Circle; Tegan Budig, Media Relations for Friendship Circle; Leah Stein, Friendship Circle Chief Operating Officer; and Levi Stein, Friendship Circle Executive Director. Second row, from left: Sandy Saltzstein, chief of staff for Rep. Deb Andraca; Department of Health Services (DHS) Assistant Deputy Secretary Sarah Valencia; Wendy Schmidt, Director of Employment Services for Down Syndrome Association of Wisconsin; Jeff Langer, the Friendship Circle Board Member; Eva Antonoff, UMatter Teen Board Member; Kris Rick, the Charles E. Kubly Foundation Executive Director; and Chrissie Pappas, ETP Manager for Friendship Circle.

“Wisconsin’s record low unemployment rate and record high number of jobs mean it’s more important than ever to help everyone reach their employment potential,” said DWD Secretary-designee Amy Pechacek. “During 2022, the Department of Workforce Development helped nearly 3,500 people with disabilities get a job or get a better job through the Division of Vocational Rehabilitation. We are excited to learn more about the work of Friendship Circle in advancing opportunities for people with disabilities as we work to assist employers eager to connect with this hidden talent.”

“It is moving to hear directly from those who are helping to make our state a better place for all Wisconsinites. We know the past few years have been tough, and appreciate the work being done by partners like Friendship Circle to ensure our most vulnerable have access to mental health treatment and employment,” said Sarah Valencia, DHS Assistant Deputy Secretary. “The two are connected. And it will take all of us working together to eliminate challenges, strengthen equity, and build healthy communities to allow everyone to live their best lives.”

Workforce development and expanding access to mental health are paramount issues for the Evers administration. Gov. Evers has declared 2023 as the “Year of Mental Health” and has called for more than $500 million to expand access to mental health and behavioral healthcare in his 2023-25 budget.

Gov. Evers has also called for targeted workforce investments in industries hit hard by the pandemic and has proposed a $100 million investment into the successful Workforce Innovation Grant program, which invests in locally-based workforce solutions. 

A nonprofit organization based in Fox Point, Friendship Circle furnishes assistance and support to 3,000 individuals and volunteers with special needs and their families. It also renders support to individuals and families struggling with isolation, addiction, and other family-related crises. Today’s roundtable spotlighted two of the nonprofit’s programs in the areas of workforce development and mental health. Under one initiative, adults with disabilities undergo training for essential soft skills that can be applied to multiple occupations; Friendship Circle then helps connect its graduates with area employers. In a separate program, Friendship Circle conducts suicide prevention workshops that train participants to recognize signs of suicide in someone and connect them with available help.

“Strengthening our community requires that we come together to support and find solutions for everyone to be able to participate in our economy and society at large,” said Rabbi Levi Stein, Friendship Circle executive director. “I’m grateful to be able to share our critical work with the Evers Administration, and hope it can serve as a model for helping people thrive across Wisconsin.”

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