How HR can help combat employee burnout

Concerningly, organisations that don’t currently support staff wellbeing during the lockdown and beyond may well see a second crisis in the latter half of 2020, as a wave of work burnout and stress takes its toll.

We look at how HR can shed a light on employee concerns to stop burnout in its tracks and also enable the workforce to weather the storm as we gradually move into a new post-pandemic working world.

Looking out for the warning signs

The causes leading to employee burnout during the current crisis have been numerous, spanning from unmanageable workloads to a lack of support from managers, and concerns over job security; with remote working arrangements also exacerbating the blurred lines between ‘work’ and ‘life’ for many. Those most at risk include employees who are juggling home-schooling with work, are caring for vulnerable relatives, have immediate financial struggles or feel isolated due to living alone.

According to a study carried out by Benenden Health, 1 in 5 people who are experiencing poor mental wellbeing at this time reported work as being the greatest stressor in their daily lives; highlighting the importance for HR and managers to be alert to the warning signs of burnout, and taking preventative and supportive action where necessary.

Spotting the early signs of employee burnout relies on HR and team leaders being emotionally ‘tuned in’ - paying attention to any significant changes in behaviour that may be affecting an individuals’ engagement and productivity, long before it leads to chronic issues. Typically, this can include, but is not limited to:

• Impaired concentration and attention
• Decreased output and performance
• Recurring sickness
• Detachment from one’s work
• Negativity or cynicism towards other employees and their job
• Low morale

So, what specific steps can HR take?

Check-in regularly on wellbeing and workload

In this time of ongoing uncertainty and increased anxieties, employees need to feel that their employers are looking out for them. It is not just for HR to check in on the wellbeing of their workforce, but line managers too; to better gauge how employees are coping, take account of any personal responsibilities they may have, and also how they are handling their current workload. Indeed, a recent Gallup report identified that workers with enough time to complete tasks and who felt supported by their line managers were 70% less likely to suffer burnout.

One-to-one check-ins are vital to providing the right level of communication and support, creating a culture of disclosure where employees can openly discuss areas where they might be struggling; be it in their work or personal lives. Likewise, a virtual daily team huddle can also facilitate staff sharing their concerns as well as a wider view of workload, to help relieve stress from overworked individuals by more evenly distributing tasks. With this, team leaders must also be mindful of setting realistic and achievable deadlines, allowing as much autonomy and flexibility as possible.

Discourage e-presenteeism

It is thought amongst many HR leaders that the steep rise in e-presenteeism - where workers are feeling obliged to be online as much as possible outside of their contracted hours, even when feeling unwell – will have a major future impact on employees’ wellbeing, causing additional stress, burnout and anxiety. This increase is likely due to concerns over job security, where many employees find themselves working longer hours to demonstrate their commitment and productivity levels to their employers.

To counteract this, HR should look to foster a culture of ‘switching off’. Not just in terms of advocating finishing work at a regular time each day but also encouraging workers to take annual leave. As despite the lockdown limitations, time off work is still essential for recuperation to prevent employees feeling burnt out.

This should also be enforced by line managers, by setting clear expectations for working hours and productivity. Though additional steps such as banning ‘out of hours’ emails, introducing additional holiday or incorporating mental and physical training sessions to break up the working day could also make a real difference. 

Lead with empathy and kindness

Employees nationwide have been navigating a significant amount of change and disruption, which has resulted in differences in how we work, where we work and clashes in our work-life balance like never before. HR and leaders need to recognise that every individual has their own unique set of anxieties surrounding the prevailing pandemic and provide an empathic ear where it’s needed.

Both organisations and, at a more direct level, line managers should lead their teams by example; helping them to set healthy boundaries, understanding that productivity is unlikely to be at its highest and making time to listen to what employees have to say, as opposed to diving straight into work. This type of feedback can additionally be garnered through pulse surveys using HR technology to gauge how the entire workforce is feeling on a regular basis. However, there’s also a lot to be said for managers letting down the veneer of the ‘work persona’ and enabling employees to share details of themselves, their lives and their families to encourage greater inclusion and connectivity in a close-knit team setting. 

The novel coronavirus has shaken up our daily lives, and whilst the stressors contributing to burnout have certainly been amplified in recent months, the simple actions outlined above can make a significant difference in helping HR and team leaders to protect overall employee wellbeing, thus curtailing burnout; both now and long into the future.

Learn how HR can place an even greater focus on wellbeing by evolving this core area as we enter the Covid-19 recovery phase in our new HR Transformation Playbook.