Workspan is WorldatWork’s flagship magazine. It provides timely and trusted content centered on contemporary total rewards information and practical organizational strategy.
Six times per year, Workspan is delivered digitally to more than 19,000 WorldatWork members. The vast majority of our readers work in management at the executive level, senior level or mid-level in these areas:
Top Five Focus Areas
1. Compensation Only
2. All HR
3. Rewards
4. Compensation and Benefits
5. Benefits, Executive Comp, Sales Comp, HR Specialty
Among our readers...
Workspan provides timely, thought-provoking ideas and valuable information with a solutions-based approach. Our articles:
- Explore new, previously unpublished concepts or perspectives.
- Report on evolving issues and significant new trends in total rewards and HR, as well as crucial public policy issues related to the field.
- Go beyond simply telling readers about a new trend or issue; our articles provide insights and analysis that help readers understand and take steps to start addressing these trends and issues. Because Workspan Magazine articles are longer than Workspan Daily articles, they provide more analysis, observations and suggestions for moving forward.
- Clearly convey relevant data via compelling graphics and visuals. (Final production of graphics is handled by WorldatWork staff and freelancers.)
Articles must:
- Range in length from 800 - 1,200 words for departments, and 1,200 - 2,000 words for features.
- Be clear, concise, well-structured and journalistically and logically sound.
- Not promote the author, the author’s organization or products, nor lobby for reader action on political, economic or social causes.
To begin, send us a concise summary of your idea, along with a brief outline of the structure of the article you propose. Here’s a sample outline, based on this Workspan article, to help you get started:
1. Wellness weeks or paid week-long breaks are a strategy more organizations are exploring to combat increasing employee burnout.
- The idea can spur positive well-being and mental health results but can also usher in complications, PTO concerns and mask true causes of workplace stress.
- This is timely because studies show that employee stress and disengagement are at record levels. American Psychological Association research finds employees report high levels of work-related stress, with 44% citing “physical fatigue.”
2. What organizations are trying this practice and what are their experiences?
- Early adopters of week-long breaks or modified approaches include Nike, H&R Block, PandaDoc and Bumble.
3. There are pros and cons. Greater well-being is the goal, and the perk is attractive to prospective hires. But such a coping strategy could be a short-term fix to a bigger problem if there are unaddressed work issues like workload imbalance or lack of resources.
4. What does best-practice guidance now suggest and what should an organization consider going forward?
- Realize that without a clear sense of goals and a broader understanding of job stressors, a wellness week plan may fall short of its objectives.
- To avoid a backfire, all conversations about wellness time off should be centered around responsiveness to root causes of stress, the organizational structure of work and advance communication about how to manage timelines if and when a break is offered/scheduled.
For more information about Workspan, please email workspan@worldatwork.org.
