Employee Burnout: How Leaders Can Help Right Now
I want you to look around at your employees — in person where possible, and on that Zoom call. Then, I want you to think about how they’re doing. 9 times out of 10, they’re at least a little burned out. One of the areas we’ve been focusing on a lot here at TalentCulture is employee wellness. What that means right now is we’re looking at an entire workforce that seems, well, exhausted. Employee burnout is on the rise. And chances are, dear reader, that may not be a surprise to you at all.
There are certainly many external factors playing a role in the growing wave of burned out employees. Those range from a scary economy to social turmoil. And from political upheavals to a terrifying health crisis. There are domestic factors: The disruptions and worries of parenting and caregiving through the pandemic. In addition, there are more pressures facing business and the workplace now than we’ve never seen before. Recently, Eagle Hill Consulting ran a survey of U.S employees. They discovered 45 percent reported suffering from burnout, whether they are essential workers or remote. 25 percent linked their stress to COVID-19 — and that was in April, when we were just weeks in.
By July, a study by FlexJobs and Mental Health America reported that 75% of employees were dealing with burnout at work.
For employees, it’s VUCA time. So what should leaders do?
It’s time to roll up our sleeves and take care of our people. And that doesn’t take grand gestures. We don’t need to invest in new software or major changes. There are simple strategies you can execute right now. Simple. But they may mean a lot:
Commit to Mental Health
The Eagle Hill study shows employees could use more help:
- 36 percent feel their company is not taking action to combat employee burnout
- A mere 20 percent feel they’re getting the mental and physical wellness resources they need
And in a July 2020 poll by the Kaiser Family Foundation, 53 percent of the adults surveyed reported that coronavirus-related stress and worries were eroding their mental health — up from 32 percent in March.
A few months ago, I had a great conversation with a start up about how they’re supporting employees through COVID-19. Being young and lean, they had to optimize their offerings without rebuilding their entire benefits program. So they looked at their mental health benefits and made a tweak or two. It’s no secret that stress, anxiety and depression can wreak havoc on an employee’s ability to focus and work. So they provided remote employees access to professional counseling through tele-therapy. In short order, among all the benefits available to employees, tele-therapy became one the most utilized and popular programs.
Bringing the need for therapy out into the open took the taboo and the stigma away — at a time when many people need mental health support the most.
Improve What Already Exists
There’s an interesting pushback going on regarding flexibility and remote working. Some employers are still singing the “when we reopen” song. They are using it as a rationale for just letting their workforce get by. Again, I know a lot of companies are feeling the pandemic pinch. They may not have the spend for their wishlist of new HR technology right now. But the reality is we may ever get everyone back to the office — at least not in the same pre-pandemic way. After all, remote working and flexible schedules are enabling people to handle one of the hardest periods of time (barring wars, of course) this country has ever faced.
Given the importance of employee engagement, staving off burnout, and increasing performance and productivity why wouldn’t you maximize the best aspects of working remotely?
Perhaps you can’t invest in a new platform right now because the business environment has thrown off your plans. That’s a reality for many. People are already functioning and working remotely and have been for months. S0 chances are you don’t need more technology to get your people to work together better.
Focus on Weak Spots
So focus on those pesky weak spots. What’s causing friction? Where is trust the weakest? Around deliverables? Around hierarchies? Maybe around teams?
Have you crafted and shared a set of policies and expectations around how your people are supposed to work remotely? If not, do it now. Do some in-house remote training on best practices and etiquette. Be proactive about the problem of sexual harassment or bias showing up in virtual interactions. Write a set of simple policies around parenting and caregiving emergencies.
Just as important, engineer some lightness into the workdays — because, in general, those days have gotten very long. Allot time for informal get-togethers and casual conversations. Find ways for employees to have a little fun. A giving challenge or a gratitude drive, for example. Or a meet-the-kids (or the pets) event.
Working remotely can’t all be about work all the time. Now that work has come home, let some of home come to work.
Ask People What They Need
Pandemic aside, employee burnout was alive and well in countless work cultures already — and the pandemic just compounded the problem. Blame hyper-tight production cycles, toxic levels of competition among coworkers and teams, and managers too spread thin to spend any time helping teams. The fact is a whole host of other subpar conditions existed before the pandemic hit. What I mean is this: Fundamentally, most organizations want to be great places to work. But things happen. Then came COVID-19, and that’s been a whole new level of “happen.”
The silver lining here is that now there’s no excuse for reaching out to employees to make sure they’re all right. Whether that’s a pulse survey, an informal check-in via text, or even a phone call — reach out. Burnout is often triggered when employees are completely tapped out — mentally, physically, emotionally — and feel like they’re not getting any acknowledgement or support. Extended periods of high stress, overly tight deadlines, disruptive shifts in the workflow — all can lead to the mounting frustration that can result in burnout.
The Best Way to Avoid Employee Burnout
The most important thing you can do to help your workforce avoid burnout? Find out how they are and where they are really struggling. It may be hard to do this individually and in confidence. So instead, solicit anonymous feedback and share the results in a way that doesn’t expose anyone, or anything. Further, share it with a transparent commitment to make things better. Then actually do it.
None of these three strategies need fancy bells and whistles to get off the ground. All they really require is a heartfelt reality check. One that helps deals with the here and now. One that acknowledges that work during a pandemic — remote or not — is exposing our vulnerabilities as well as our strengths.
A video conference hosted by the Wharton School of Business and U Penn focused on the prospect of getting back to “normal” whether for corporate and knowledge workers or for frontline and essential workers. Given everything, they determined that we’re not going to get there until November 2021. That’s more than a year away. So don’t be the employer remembered for overloading your people when life was already hard enough.
Don’t shelve employee wellness until all this is over. Work to improve your conditions for the present. Prevent the employee burnout happening now.