This content is sponsored by Kaiser Permanente.
In an era when job-seekers are prioritizing company culture and mental health, The Donohoe Companies has positioned itself as an attractive place to work in the D.C. region by focusing on what it calls the “total well-being” of its workforce.
“We work really, really hard to make it a very comfortable and safe environment for our people,” said Chris Bruch, president and CEO of Donohoe, which is a major commercial real estate business. “It’s not just about staying physically fit or eating healthy anymore, we do so much more.”
The phrase “psychologically safe environment” comes up frequently when Bruch talks about the culture that he and his leadership team have built.
It’s part of a larger trend across businesses generally, but it’s even more meaningful for people who work in high-pressure areas like the nation’s capital.
“The need for mental health as part of the well-being of our employees is greater in the DMV than it is probably anywhere in the United States,” Bruch said. “There just isn’t the level of tension in other places that you find here.”
The region has an exceedingly competitive job market, and it can be intense.
A new day for mental health
Bruch, who has been with Donohoe for nearly 40 years, said the focus on employee health has evolved quite a bit over the years.
What was once an emphasis on annual physicals has turned into a much broader approach.
It’s now centered around having a culture that treats people not just as professionals, but as whole human beings.
“Everyone brings their lives to work with them,” Bruch said. “If you come to work every day and you’ve got challenges at home, it’s going to affect your performance. It’s going to affect how you interact with your colleagues.”
Donohoe has initiatives aimed at making people feel safe and supported, both in the office and at home.
Employees can access programs that help them manage credit card bills, college debt and family challenges.
One particular initiative that stands out is a new Employee Assistance Program, usually referred to as an EAP, that provides fast, confidential access to mental health care.
Employees often get help within 24 hours of reaching out.
“What we determined is that if you have enough courage to pick up the phone and call for mental health help, you need it now,” Bruch said. “You don’t need it in 60 days.”
He credits a conversation with the president of a major hospital association in the region with helping to shape the program, which he says has already had a “tremendous impact” on Donohoe’s staff.
At other workplaces, traditional EAPs sometimes make employees wait for days or even weeks to get the help they need.
“We have to take care of our people, because they’re our greatest asset,” Bruch said. “It’s not our portfolio, it’s not the shiny buildings and all that stuff, it’s the people.”
Equipping employees to thrive
Donohoe gives employees the tools they need to get through difficult situations.
Teams working in hotels, for example, receive training on how to handle upset guests who may become argumentative.
“There’s so much that we can do, and continue to do, to make people feel safe,” said Bruch.
The company also rolled out a system that can provide emergency communications within seconds to employees on their cell phones.
Donohoe’s website describes the company as having teams “that draw from, build upon and bolster one another.”
In a section of the site where employees talk about their experience at the company, one person wrote that Donohoe “feeds a culture where opinions matter” and “employees are valued.”
Another wrote that, when working there, “you get to see a bigger picture due to the way the company is vertically integrated.”
Bruch meets on a regular basis with his human resources teams to brainstorm and develop new programs that support employee well-being.
Their conversations are typically centered around what’s working, what’s missing and how to better serve their staff.
“It’s not just about checking a box,” Bruch said. “It’s about really understanding what people need and delivering it in a meaningful way.”
That approach can lead to improved morale, reduced absenteeism and even lower health care costs.
It can also help attract and retain talented employees.
When companies prioritize empathy and psychological safety, they don’t just stand out in a competitive job market, they can actually set the standard for what a healthy and thriving workplace should look like, according to Bruch.
“It’s just a different day,” he said. “And it’s been great.”
