Half of managers highlight risk of employee burnout

47% of managers are concerned that employee burnout may be on the rise due to changing work environments

The change in work patterns due to Covid-19 may have worked for some people, but others are starting to feel the strain. Almost half (47%) of managers are currently concerned that their staff are at risk of employee burnout due to the changes caused by the pandemic.

According to the latest research from recruitment company Robert Walters, burning the candle at both ends is starting to catch up with people. Over a third (36%) of employees in the UK said that the long hours they have had to work due to Covid-19 has meant their mental health and wellbeing has suffered.

On top of this, it seems that companies are adding to the stress with 87% of respondents saying they feel pressure to keep productivity levels high when they are working from home. This has led to a 35% increase in productivity overall, but it is coming at a cost.

A total of 82% of UK professionals have suffered from workplace burnout in the past, so it’s no wonder that 61% believe that wellness policies are important for businesses. Unfortunately, over a third (34%) say that their companies only offer the legal minimum in this area, suggesting a lack of needed support.

What is burnout?

Workplace burnout was officially recognised as a medical condition by the World Health Organization (WHO) earlier this year. It is defined as “a syndrome conceptualised as resulting from chronic workplace stress that has not been successfully managed.”

WHO characterises employee burnout by three dimensions, so it can include:

1. Feeling exhausted or suffering from energy depletion.
2. Increased mental distance from your job or feeling negative/cynical about your job.
3. Reduced professional efficacy.

Any of these three factors can have an effect on a person’s ability to perform at work, their overall enjoyment of their job, and their overall mental and physical wellbeing.

How can you stop employee burnout?

One big factor in avoiding employee burnout, according to a previous study, is to give workers control over how their success is measured. Over half (55%) of employees strongly believe that they are less likely to experience burnout if their performance metrics are within their control.

Being able to have some say in the workplace is also a big factor, with 65% saying it is important to be able to provide anonymous feedback to their managers. However, 46% of managers rarely provide the opportunity for this feedback, which could be having a negative impact.

It is also important to show employees that their hard work is being noticed. Half of the survey respondents said that they don’t tend to get acknowledgement when they have worked hard on a project, which isn’t ideal when nine out of ten say that regular feedback is important. This is part of a wider problem, as less than 7% of employees have a clear understanding of what they need to do in order to get promoted or receive a bonus.

While it may not be the easiest thing to address in the current climate, looking at pay structures can help people feel appreciated and happier in their work. Currently, almost a third of employees say they don’t feel as though they are paid competitively, with issues around promotions and bonuses likely to be affecting this.

Culture fit is also an important factor in reducing the chances of employee burnout. Connecting with the goals and plans of a company can help drive productivity, which is why 42% of employees said that they prioritise working for a mission-driven company over other incentives like salary. Whale a culture fit check at the interview stage can help with this, regular communication of the company mission and how employees fit with this can re-engage existing employees.

Sam Walters, director of professional services at Robert Walters, said: “There is no denying that mental health and wellbeing has been on the agenda for most employers – even pre-Covid.

“Increasingly, we were seeing offices be re-designed ergonomically, work health insurances enhanced to provide mental health support, and training provided to managers to help understand and deal with employees suffering from poor mental health. Many of these policies were geared around personal mental health issues – such as depression and anxiety – which have an impact or were exasperated by work.

“Burnout is an entirely different and recently recognised condition, which, unlike other mental health issues, can be directly linked to work. As a result, employers have a crucial and central role to play in order to ensure their staff do not reach the point of burnout.”