close

Worker Burnout

Mental Well-Being Critical to Curbing Employee Burnout

Business LeadershipGeneral Insights by John Yuva on

When we refer to the Future of Work, we’re often talking about a better overall workforce experience. Certainly, a workplace that considers employee purpose, well-being, and work/life balance. In essence, the Future of Work should help prevent one of the leading causes of workforce distress and The Great Resignation — employee burnout. Indeed conducted a survey in 2021 of 1,500 U.S. workers to compare the level of burnout before and after the COVID-19 pandemic. The survey revealed that 67% of all workers believed burnout had worsened during the pandemic. What was the primary reason behind the increase?

Despite most employees working remotely, the survey indicated that more than half (53%) worked more hours virtually than when they were on-site. According to Indeed: Nearly one-third (31%) say they are working “much more” than before the pandemic. On-site workers reported longer hours as well, with 27% who said they worked more daily, and 34% who worked longer on a weekly basis. The inability to unplug from projects, coupled with the lack of guidance surrounding work/life boundaries contributed to longer working hours.

The State of Burnout in 2023 and Beyond

While the Indeed survey took place in 2021, how is employee burnout faring as we begin navigating 2023? According to a recent report from Aflac “2022-2023 Aflac WorkForces Report,” more than half (59%) of American workers are experiencing at least moderate levels of burnout, a notable increase over 2021 (52%) and on par with the levels reported in 2020 at the height of the COVID-19 pandemic.

Aflac surveyed 1,200 employers and 2,001 employees. Survey responses indicated the following:

  • Employees who suffer from high levels of burnout report lower job satisfaction (55%)
  • Lower confidence that their employers care about them (47%)
  • Negative perceptions of work-life balance (55%)
  • A higher likelihood of seeking another job in the next year (56%).

Matthew Owenby, chief human resources officer for Aflac Incorporated, stated, “A major concern of employee burnout is the impact on their well-being and how it affects engagement and retention. Employers are looking for new ways to offer benefits that help improve their employees’ mental health balance,” he said.

Knowing the signs of employee burnout is critical to prevent retention issues. In its “A Manager’s Guide to Preventing Employee Burnout,” Lyra identifies 8 signs of employee burnout that managers and executive leadership should be aware of as they interact with employees.

  • Exhaustion or feeling overwhelmed
  • Physical symptoms such as chronic headache or fatigue
  • Anger or irritability
  • Distancing themselves from their work
  • Nervousness or feeling uncertain
  • Low motivation
  • Sadness
  • Difficulty concentrating

Strategies to Extinguish Burnout in 2024

When managers witness the above signs in an employee, it is empathy more than anything else that he or she needs. Acknowledging how work can be overwhelming at times and how as a manager those same feelings exist establishes a common ground by which to probe further.

Here are four strategies to bring employee burnout to the forefront in the enterprise and address it with compassion, understanding, and well-being in mind.

Address employee burnout directly. Often, the best way to come to terms with an issue, is to address it head on. During an interview with CNBC, Jennifer Moss, author of “The Burnout Epidemic: The Rise of Chronic Stress and How We Can Fix It,” spent time with CNBC’s Workforce Executive Council.

She views employee burnout as a mental health issue. And one that needs the support of management to promote trust, safety, and prioritization of mental health toward employees. Managers need to dedicate 15 minutes every week with their direct reports to assess how they’re feeling and where their mental pain points exist.

Moss says the following key questions can help managers better understand the mental well-being of their employees and devise solutions to address existing issues.

  • How was this week?
  • What were the highs and lows?
  • What can I do for you next week to make things easier?
  • What can we do for each other?

Flexible scheduling and time off pay dividends. One of the major workplace outcomes from the pandemic is the concept of flexible scheduling. Many remote workers realized they were more productive during specific hours of the day. Depending on the role, companies enabled employees to choose hours that better reflected availability and higher productivity.

Similarly, time off to rebalance, recharge, and reboot cannot be underestimated. Taking time off, even for a three-day weekend, is crucial to mental health and emotional well-being. However, managers (and even executive leadership) must model these behaviors. Unless a manager actively communicates, encourages, and sets the example for taking time off, employees will remain hesitant to pursue mental health days or PTO.

Work/life balance remains critical. The Indeed survey revealed that approximately “70% of all respondents have access to work communications on their phones — making them 84% more likely to work after hours.” How does this promote work/life balance? Employees are never truly taking PTO or enjoying off hours if they’re always connected to the office. However, some employees, particularly those in management positions, believe the company is unable to function without being tethered to it.

Work/life balance is about establishing priorities outside of work and living life off the corporate grid. Whether it’s taking vacation or going for a 30-minute walk to recharge, employers must encourage and model this Future of Work tenet to curb employee burnout.

Employee perks resonate with workers. What is the benefit of working for an organization? While compensation remains high on the list, it is benefits (including perks) that strike a chord with employees. Access to mental health professionals, days off beyond holidays, casual dress code, flexible scheduling, and other perks are helping with employee balance. The commitment to such perks is often reflected in an enterprise’s overall culture.

A strong enterprise culture with employee success and well-being in mind, will seek feedback to choose perks that appeal to most workers. Organizations should also consider activities (e.g., sports, cultural, community service, etc.) that occur outside of work but bring employees together regardless of business unit.

Regardless of whether your team is remote, hybrid, or permanently on-site, managers should be gauging employee burnout. While difficult to quantify, employee burnout does have detrimental impacts on the bottom line. However, that shouldn’t be the primary focus or reason to monitor workforce well-being. It must be an effort that involves every level of the organization. When communicated and acted upon, mental wellness becomes the responsibility of everyone and is ingrained in the fabric of the culture.

read more

Employee Burnout Still Simmering in Enterprises

Business LeadershipGeneral Insights by John Yuva on

When we refer to the Future of Work, we’re often talking about a better overall workforce experience. Certainly, a workplace that considers employee purpose, well-being, and work/life balance. In essence, the Future of Work should help prevent one of the leading causes of workforce distress and The Great Resignation — employee burnout. Indeed conducted a survey in 2021 of 1,500 U.S. workers to compare the level of burnout before and after the COVID-19 pandemic. The survey revealed that 67% of all workers believed burnout had worsened during the pandemic. What was the primary reason behind the increase?

Despite most employees working remotely, the survey indicated that more than half (53%) worked more hours virtually than when they were on-site. According to Indeed: Nearly one-third (31%) say they are working “much more” than before the pandemic. On-site workers reported longer hours as well, with 27% who said they worked more daily, and 34% who worked longer on a weekly basis. The inability to unplug from projects, coupled with the lack of guidance surrounding work/life boundaries contributed to longer working hours.

The State of Burnout in 2023

While the Indeed survey took place in 2021, how is employee burnout faring as we begin navigating 2023? According to a recent report from Aflac “2022-2023 Aflac WorkForces Report,” more than half (59%) of American workers are experiencing at least moderate levels of burnout, a notable increase over 2021 (52%) and on par with the levels reported in 2020 at the height of the COVID-19 pandemic.

Aflac surveyed 1,200 employers and 2,001 employees. Survey responses indicated the following:

  • Employees who suffer from high levels of burnout report lower job satisfaction (55%)
  • Lower confidence that their employers care about them (47%)
  • Negative perceptions of work-life balance (55%)
  • A higher likelihood of seeking another job in the next year (56%).

Matthew Owenby, chief human resources officer for Aflac Incorporated, stated, “A major concern of employee burnout is the impact on their well-being and how it affects engagement and retention. Employers are looking for new ways to offer benefits that help improve their employees’ mental health balance,” he said.

Knowing the signs of employee burnout is critical to prevent retention issues. In its “A Manager’s Guide to Preventing Employee Burnout,” Lyra identifies 8 signs of employee burnout that managers and executive leadership should be aware of as they interact with employees.

  • Exhaustion or feeling overwhelmed
  • Physical symptoms such as chronic headache or fatigue
  • Anger or irritability
  • Distancing themselves from their work
  • Nervousness or feeling uncertain
  • Low motivation
  • Sadness
  • Difficulty concentrating

Strategies to Extinguish Burnout

When managers witness the above signs in an employee, it is empathy more than anything else that he or she needs. Acknowledging how work can be overwhelming at times and how as a manager those same feelings exist establishes a common ground by which to probe further.

Here are four strategies to bring employee burnout to the forefront in the enterprise and address it with compassion, understanding, and well-being in mind.

Address employee burnout directly. Often, the best way to come to terms with an issue, is to address it head on. During an interview with CNBC, Jennifer Moss, author of “The Burnout Epidemic: The Rise of Chronic Stress and How We Can Fix It,” spent time with CNBC’s Workforce Executive Council.

She views employee burnout as a mental health issue. And one that needs the support of management to promote trust, safety, and prioritization of mental health toward employees. Managers need to dedicate 15 minutes every week with their direct reports to assess how they’re feeling and where their mental pain points exist.

Moss says the following key questions can help managers better understand the mental well-being of their employees and devise solutions to address existing issues.

  • How was this week?
  • What were the highs and lows?
  • What can I do for you next week to make things easier?
  • What can we do for each other?

Flexible scheduling and time off pay dividends. One of the major workplace outcomes from the pandemic is the concept of flexible scheduling. Many remote workers realized they were more productive during specific hours of the day. Depending on the role, companies enabled employees to choose hours that better reflected availability and higher productivity.

Similarly, time off to rebalance, recharge, and reboot cannot be underestimated. Taking time off, even for a three-day weekend, is crucial to mental health and emotional well-being. However, managers (and even executive leadership) must model these behaviors. Unless a manager actively communicates, encourages, and sets the example for taking time off, employees will remain hesitant to pursue mental health days or PTO.

Work/life balance remains critical. The Indeed survey revealed that approximately “70% of all respondents have access to work communications on their phones — making them 84% more likely to work after hours.” How does this promote work/life balance? Employees are never truly taking PTO or enjoying off hours if they’re always connected to the office. However, some employees, particularly those in management positions, believe the company is unable to function without being tethered to it.

Work/life balance is about establishing priorities outside of work and living life off the corporate grid. Whether it’s taking vacation or going for a 30-minute walk to recharge, employers must encourage and model this Future of Work tenet to curb employee burnout.

Employee perks resonate with workers. What is the benefit of working for an organization? While compensation remains high on the list, it is benefits (including perks) that strike a chord with employees. Access to mental health professionals, days off beyond holidays, casual dress code, flexible scheduling, and other perks are helping with employee balance. The commitment to such perks is often reflected in an enterprise’s overall culture.

A strong enterprise culture with employee success and well-being in mind, will seek feedback to choose perks that appeal to most workers. Organizations should also consider activities (e.g., sports, cultural, community service, etc.) that occur outside of work but bring employees together regardless of business unit.

Regardless of whether your team is remote, hybrid, or permanently on-site, managers should be gauging employee burnout. While difficult to quantify, employee burnout does have detrimental impacts on the bottom line. However, that shouldn’t be the primary focus or reason to monitor workforce well-being. It must be an effort that involves every level of the organization. When communicated and acted upon, mental wellness becomes the responsibility of everyone and is ingrained in the fabric of the culture.

read more

The Future of How We Work Includes…Naps?

Business LeadershipGeneral Insights by Christopher J. Dwyer on

Raise your hand if you’ve experienced burnout at work sometime over the past year. Worker burnout (notice that it’s worker burnout, not just employee burnout; external workers face this issue, too) has become a critical issue in the new world of work, with more professionals than ever before dealing with overwrought anxiety, stress, and both mental and physical exhaustion from their careers.

A study by job board Indeed, released earlier this year, found that 52% of all workers are feeling burned out, which was a near-10% increase from a pre-COVID study. While this increase doesn’t seem like much on the surface, just imagine the cross-section of workers this represents in terms of sheer volume…that’s millions and millions of business professionals, blue-collar workers, white-collar workers, freelancers, contractors, gig workers, etc. that are currently mired in a burnout epidemic.

Too, Ardent Partners and Future of Work Exchange research found that 72% of executive leaders anticipate transforming the way they manage their teams by centering their understanding of workers’ perspectives, feelings, and, yes, stress and exhaustion. This shift in business thinking (a key element of the Future of Work movement) translates into leadership knowing that burnout has become an issue to tackle in an increasingly-evolving world of work.

Nearly two weeks ago, The New York Times ran a feature on Tricia Hersey, the so-called “Nap Bishop” who preaches the value of rest, recovery, and reflection on the human body…and mind.

“Thus the Nap Ministry was born, and Hersey anointed herself its Nap Bishop. She urges followers to use time they might otherwise devote to extra work to sleeping instead, the stretches they’d spend staring at a screen to staring into space. Tense moments given over to worry about disappointing others would be better spent reflecting on our own needs and comforts, Hersey said. It’s about collectively refusing to run ourselves into the ground.”

The most powerful statement in that excerpt? “Collectively refusing to run ourselves into the ground.” Too many of us (the vast majority of us, I would believe) work well past the 40-hour mark each week, dedicating ourselves to our craft, our professions, and our passions. And, just because something is a passion doesn’t mean it can’t burn us out. Even the best-fit, best-aligned roles that make us complete can also make us haggard and exhausted.

When I first read the feature on Hersey and her Nap Ministry, I was a tad confounded myself; after all, taking a snooze at 2pm in the afternoon when you’re supposed to be behind a laptop, on the surface, just seems wrong. And it’s here where Hershey just nails this idea of “rest as privilege”:

“Rest can also feel like a privilege, and many people tell Hersey they can’t afford to lie down when there are bills to pay. She acknowledges that many see walking away from obligations as unrealistic, but counters that devoting even one spare moment to rest is worthwhile, and a practice that can be built on over time.”

Burnout has become an epidemic within the workforce over the past several years, particularly over the last two-plus years due to more and more professionals spending more time in a remote environment, in which the boundaries between “work” and “personal life” are often blurred. Those workers that cannot operate in a remote environment have also been pushed beyond their limits with staffing shortages abound.

I’ve worked remotely for a number of years and decided to experiment a bit with Hersey’s teachings. All of last week, I incorporated more rest, reflection, and yes, naps, into my daily work routine:

  • Monday. An afternoon stacked with meetings and calls means I can’t sneak away for some shuteye during the second half of my work day. I decide to shut down my laptop for 45 minutes at 12pm, play some acoustic Smashing Pumpkins, and close my eyes. My alarm blares as I am in a deep dream state. Immediate insights: Don’t nap when you came home at 12:30am from a concert in the city (again, Smashing Pumpkins), still feel the effects of a COVID vaccine booster, and wake up at 6am to walk the dog. If my alarm didn’t ring, I could have slept for another few hours.
  • Tuesday. My day looks nearly as same as it did on Monday, with a heavier arsenal of meetings during the second half of the day. Without the aura of exhaustion that plagued Monday, I set an alarm for 3:57pm (three minutes before my 4pm meeting) and head for the quietness of the master bedroom at 2:45pm. Immediate insights: This one actually rejuvenated me and gave me enough of a boost to 1) get through the rest of my work day, 2) manage two overtired children for homework and dinner, and 3) be awake enough to catch up on some television with my wife.
  • Wednesday. This is a truer test for the power of naps, with meetings staggered throughout the day (every other hour beginning at 10am). I aim for a 30-minute snooze after lunch. Immediate insights: This was less a “nap” and more “reflection.” I didn’t truly all asleep, but the serenity of sitting on a comfortable bed with nothing but my thoughts helped me refocus on my breathing and thoughts. It was a nice addition to the work day.
  • Thursday. The calls are relentless today, as is my delivery schedule. I notice that my only real opening for rest (or reflection) is at 4pm. I take the opportunity to shut down the laptop a bit early, head to the master bedroom, and set a timer for 70 minutes. Immediate insights: This was, by far, the best nap all week thus far. I had enough energy to handle an extra hour of work while the kids did their homework. And, thanks to Freshly, I didn’t have to cook. And, Thursday Night Football (the entire game, for once) was a real possibility.
  • Friday. Some team meetings in the morning, as well as catching up with old friends in the MSP world. With (obviously) much work to do in a no-call afternoon, I consider skipping a period of rest and reflection today…but when I realize that the weekend ahead is filled with kids’ activities and sports, as well as some FOWX work to tackle, it bodes well for my body and mind to slow down and shut off my mind for a bit. Immediate insights: My final nap during this very, very interesting experiment is absolutely refreshing. Many of us feel exhausted on Friday afternoons, with that edge of burnout carrying into the weekend.

While most of my experiment revolved around naps during the workday, the underlying foundation of Hersey’s mission is not for all of us to shut down and sneak in a snooze, but rather truly rest and reflect during those chaotic hours in which we are toiling away as part of our professional personas. Replace any of the above naps with 45 or 60 minutes of self-reflection or mindfulness, and the result will be the same: some semblance of a solution to burnout in an era when it’s just too, too common. We are all very likely to open our laptops during non-work hours, so there shouldn’t be an issue with grabbing some rest or reflection (or just some quiet non-work time) during the business day.

read more

The Difficulty of Unplugging

Business Leadership by Christopher J. Dwyer on

Since the Future of Work Exchange launched nearly a year ago (its one-year anniversary is only several days away!), it has been incredibly rare for me to take time off beyond major holidays and, of course, the weekends. And, even then, many Sunday afternoons are spent catching up on email, writing and conducting research, recording podcasts, etc.

I know many, many of you are the same way.

Here at the Exchange, we’ve spoken at-length about two critical pieces of the greater Future of Work puzzle: worker burnout and employee wellness/wellbeing:

“Workers that have moved to fully remote or hybrid models still routinely face a “blurring” of work and life balance, with care for children and their homes (on top of an additional workload) contributing to late nights on the computer, extended time on mission-critical projects, and work on the weekends. Worker responsibilities have surged, as well, as businesses seek to align staff shortfalls with the existing workforce.

Unlike pre-pandemic times (when burnout was still very much an issue), employees facing the epidemic of burnout now also have to contend with additional social, political, and health issues that are all comprise today’s world. And it’s so much more than simple “stress,” too: mental anguish stemming from a workplace environment (and YES, a home office counts!) can have significant ramifications on business professionals, including irritability, physical illnesses, mental health issues, waning productivity, and, worst of all, a constant questioning of if the position/role (or, even worse, the career itself) is worthwhile.”

On the flip side, worker wellbeing is just as critical: workplace environments that encourage physical and mental wellness are typically the ones that tend to thrive, even during challenging times. Leaders of these organizations understand just how crucial wellness is for the long-term success of their businesses and their workforce, and, subsequently so, enable their staff with time, perks, and flexibility for exercise, as well as providing the necessary mental health services that can be needed in times of stress.

Anyways…back to the issue at hand: unplugging and how hard it can be to do so.

My family booked a nine-day stay at a friend’s lakeside cottage on Rust Pond in New Hampshire (Rust Pond is connected to the well-known Lake Winnipesaukee). I entered vacation with a major goal: unplug as much as I could, enjoy the company of my wife and children, and rest and recharge before coming home to a deluge of emails, projects, research, media commitments, etc.

The “as much as I could” phrase from above should have been “unplug completely.” I spent too much time perusing LinkedIn. I popped my laptop open at night while drinking a Downeast Cider. I wrote original content for this very site. I scheduled some social media posts. My kids swam in the lake only a dozen feet in front of me as I used my iPhone’s Notes app to generate some ideas for a top-secret project.

I look back now with some harsh lessons learned. Bringing my laptop wasn’t the issue; spending an hour or two several days during vacation on the laptop was the issue. Needing to write content wasn’t the issue; spending the time writing at night when I could have been sitting next to a firepit was the issue.

For many business leaders and professionals like myself, it can be incredibly difficult to make that big leap and ignore email, turn off the smartphone, and snub the FOMO that we usually have when keeping up with LinkedIn posts. I even realized that I never even set an out-of-office note on Outlook.

After posting something to LinkedIn on Thursday morning, I tucked my laptop into my messenger bag and hid it in the corner of my upstairs bedroom in the cottage. I left my phone behind on the kitchen counter. I took off my Apple Watch and left it on the nightstand. I waded into the relaxing lake water, had a water-gun fun with my six-year-old, and watched my nine-year-old improve upon her already-stellar swimming. I made s’mores with my wife later that night on the firepit right on the lakefront. We all slept in on Friday morning, made pancakes together, and spent the entire day in and around the lake. For the rest of the weekend, my laptop stayed shut. Work email went unread. LinkedIn’s feed was ignored.

I got some reading in (Sequoia Nagamatsu’s incredible How High We Go In The Dark, which is equally enthralling and heartbreaking) and spent hours completely unplugged from the business and social worlds. There’s something about sitting in front of an open body of water, listening to nature, and truly relaxing. Not many of us take the opportunity to do this and it shows: Future of Work Exchange research estimates that 70% (or more) of today’s workforce has felt some semblance of burnout since the beginning of 2022.

It doesn’t have to be this way. If the trends towards better conscious leadership hold steady, as well as trends pointing towards workers continuing to fulfill purpose and work-life integration by reconsidering their career paths, it will mean that burnout and wellbeing/wellness may become even more critical than compensation in the months ahead.

I failed to completely unplug last week, having every reason to shut down my laptop and ignore the business arena for a nine-day stretch. As I look at the above picture of my children peering out into the perfect blue of Rust Pond, the tinges of a perfect summer landscape all around us, I realize that unplugging isn’t just something that I’ll consider for my work-life balance…it’s something that’ll be a required element for my family and me in the future.

Unplugging is difficult…but it’s worth it to rest, recuperate, and enjoy the non-work-related aspects of the world all around us.

read more

Remote and Hybrid Work May Have Issues, But They’re Undeniably Powerful Future of Work Attributes

Business Leadership by Christopher J. Dwyer on

I’ve long devoured news and analysis related to the concept of remote and hybrid work…and not just during these crazy pandemic times. I’ve been a hybrid worker for the entirety of my career these past 16 years, and, particularly over the past decade, more “remote” than “hybrid.” I’ve stepped into an office only a handful of times since March 2020. Besides my own experiences with the hybrid work, the Future of Work Exchange is committed to helping businesses and workers better understand the implications of such a model, the benefits, how to structure a hybrid infrastructure, and, of course, how the hybrid workplace factors into the digitization of work.

A recent New York Times article by Elizabeth Spiers, former editor in chief of The New York Observer and the founding editor of Gawker, argues that we, as both leaders and workers, have lost some semblance of “work” with it becoming “too casual” over the past two years. “What We Lose When Work Gets Too Casual” highlights that:

“There are trade-offs, though. The loss of workplace formalities like fixed start and stop times, managerial hierarchies with clear pathways for advancement and professional norms that create boundaries between personal and professionally acceptable behavior only hurt workers. Though the pandemic-era transformation of white-collar work seems empowering at first, we should not be deceived: Many of these changes mostly benefit employers.”

Spiers further writes that employers can take advantage of an environment in which the lack of shift formality means that workers will pump extra hours into their work and projects without the extra pay (for salaried employees, of course). This is, in fact, a common drawback to the hybrid model, in which workers cannot seemingly “unplug” from their work and suffer burnout, anxiety, and stress.

It’s often too easy for those work remotely to get caught up in work, to subconsciously allow personal and professional worlds to collide, and to let “casual work culture” become the foundation of a remote working environment. The office becomes home, and the home becomes the offices, Spiers writes. She’s not wrong, as for those white-collar employees that have been working remotely for a lengthy period of time, there is very little crossover between the personal and professional arenas. We stare at our phones checking email, keep our laptops within reach, and spend late nights toiling away. Working at 11pm is just as common as dialing into a video call at 11am.

Spiers’ points are made with good intentions, and she focuses on the fact that this setup mainly benefits the employers. What she is missing, however, is the inherent flexibility that is baked into the hybrid work model. This is what workers crave, it’s what they desire. They want to be able to do the things they want to do without having the pressure of in-person work, long commutes, and endless in-person meetings.

However, there is one idea, above all else, that needs to be taken into consideration. It’s the one driving factor that separates remote work in 2022 vs. remote work in the early months of the pandemic. Businesses must enable their employees with the necessary strategies, solutions, and tools to succeed. Working remotely (or in a hybrid model) does just that, and it’s the most critical argument here. Too much of a “casual” feel to work doesn’t mean that work is being negatively impacted nor does it mean that all remote workers will succumb to burnout (as Spiers writes: “Their personal needs don’t get met because work has so invaded their personal lives that there is no dedicated time for non-work life.”).

Remote work burnout is an issue, for sure. We’ve written about it here on the Future of Work Exchange (rather recently, too!). And I won’t be a hypocrite here: there are many weeks that I’m hitting 70 or 80 hours (or more), as are many of you reading this article. There are times when I sacrifice my personal or family time for work. However, the flexibility will always outweigh whatever imbalances pop up from time-to-time. The fact that I can make breakfast for my kids in the morning or say hi to them in the afternoon instead of being locked in an office? I would gladly take some of those late nights and long weeks for the ability to do these things. It’s a beneficial trade-off, as is the fact that I gain two hours not spending on commutes everyday; I can take the dog for a walk if I have an hour break, or schedule a doctor’s appointment without having to take an entire day off.

The other big point Spiers made in her article is that employers have the ability to “punt” on advancement conversations due to the “informal” environment of remote and hybrid workplaces. She argues that junior and less experienced employees may take on additional work without a clear path to promotions and advancement. While this may be the case in some organizations, I can confidently say that not all business leaders think this way.

The most glaring omission in Spiers’ article is this: she doesn’t mention the “Talent Revolution” happening today, nor the fact that the so-called “Great Resignation” is occurring because of a lack of flexibility within the workplace. Tens of millions of workers have left their roles because of lack of these dynamic benefits, so much so that business leaders are actively trying to configure new ways to find, engage, and source talent based on the overall culture and flexibility of the enterprise itself.

Work may be becoming more casual, but that’s not a bad thing.

read more

Why the Healthcare Workforce Burnout Issue is a Wake-Up Call for All Businesses

Business LeadershipTalent by Christopher J. Dwyer on

I subscribe to several daily newsletters from various news outlets, including The Atlantic, New York Times, The New Yorker, etc. For the past several weeks, and, in particular, the early days of 2022, there was a commonality in each news roundup: the effects of the Omicron coronavirus variant on hospital staffing and the continued healthcare crunch.

The United States is bracing for a seven-day rolling average of over 700,000 cases, nearly three times that of the worst of the 2020-2021 winter surge. Even though there has been scientific evidence of Omicron orienting itself as a “milder” strain of the coronavirus (mainly by sparing the worst of lower respiratory effects as in other previous variants), the sheer transmissibility of the new mutations heavily outweighs any mildness the virus may bring. Tripling the number of daily cases seen during previous waves means more strain on the healthcare system.

What’s happening with the healthcare workforce is a direct reflection of what happens when the world around us causes severe disruptions in the labor market. Now, I completely understand that hospitals and healthcare facilities are directly on the frontlines, and, as such, will always bear the unfortunate burden of having to face the worst of the pandemic nearly two years into this crisis. The fallout, however, is something that will become commonplace across the globe within many other industries.

Healthcare workers are operating under several challenges, including major burnout, long hours, and, worst of all, mental health issues that could eventually force them to leave the industry altogether. More and more nurses, doctors, and other medical professionals (all of whom have spent many years of their life not just in their roles, but also in the preparatory times preceding their careers in school and training) are expected to leave the industry as the physical and mental toll of the pandemic continues on in 2022.

Imagine spending years of your life dedicated to helping other people, and, after all of the time doing so, on top of the years of schooling required to get there, decide to leave the industry altogether? It’s disheartening on many levels. And it’s something that isn’t just specific to the healthcare industry.

The Future of Work Exchange has written about worker burnout and mental wellbeing in the workplace before; however, with an Omicron surge forcing isolation and quarantine for millions of professionals across the country, those are lucky enough to dodge infection are actively feeling the brunt. In warehouses, where workers are often operating side-by-side, just a small percentage of quarantined individuals means that others have to pick up the slack. In veterinary medicine (which hits close to him, since my wife has been in the field for two decades), a range of veterinarians and veterinary technician staff have to pick up extra hours and scramble for coverage in overnight shifts, weekend hours, etc. Worse yet, many veterinary hospitals have had to defer care when staffing shortages at their worst, meaning that only a sliver of specific emergencies (read: life-or-death instances) are seen during particular blocks of time.

Light industrial will feel the brunt over the next several weeks, as will retail, hospitality, and other industries that cannot work remotely. Omicron’s transmissibility means that millions of Americans will become infected throughout the mid-winter weeks, forcing them into isolation and causing ripply disruptions in productivity. Workers that were already unhappy in their positions will contribute the ongoing “Great Resignation” as they are forced to work more hours in unsafe conditions without the flexibility and benefits they desire.

Longer-term, what is happening within the healthcare workforce will be an omniscient preview of how other industries may come out of an Omicron winter. Why is this such a “wake-up call?” Simply put: the last thing any business leader should desire right now is a loss of talent, be it voluntarily or because of COVID. Extreme burnout isn’t occurring in every industry and certainly not at the scale of the healthcare space, however, the deeper Omicron digs its heels into viable hosts over the next several weeks, the more that non-infected workers have to boost their own productivity under existing mental and physical strain.

We’re already dealing with massive levels of resignation across all sectors. The best-aligned talent is harder to find, and, with literal millions of job openings available, it’s going to become more difficult for businesses to engage well-aligned skillsets and expertise. Even though the healthcare workforce is currently experiencing an extreme form of burnout, it doesn’t mean that the same ramifications won’t be present in other industries. Seeing medical professionals with decades of experience up and leave the profession should cause chills across the greater business spectrum, with a clear message for everyone that actively witnesses the burnout and fatigue on display in the nation’s medical facilities:

This could happen to you and your workforce unless you prioritize the wellbeing of your talent.

read more

FOWX Notes: September 24 Edition

General Insights by Christopher J. Dwyer on

Some picked-up pieces from across the industry, which we call “FOWX Notes,” for the week ending September 24:

  • The business implications of the Biden Administration’s vaccine mandate, whilst expected to be effective in boosting lagging inoculation numbers across the United States, are already (as to be expected) creating plenty of questions for executives and enterprise leaders. Who’s on the hook for COVID testing? Will businesses offer more PTO for vaccine appointments and potential side effects in the days after injection? What are the OSHA implications of non-compliance in enterprises? How do businesses manage competing vaccine exemptions (i.e., multiple workers in the same unit)? There are so many potential issues here that are about to slip to the surface and it will be interesting to see how both businesses and states handle the weeks ahead, especially as more and more businesses begin to include vaccination status in job requests and job descriptions.
  • The Gig Workers Collective has asked customers to delete the Instacart app from their devices in what could be the first of many similar moves for gig workers’ rights. The collective, representing a group of nearly 13,000 Instacart shoppers, is fighting for equitable treatment and compensation for Instacart workers. Nearly half a million contractors work for Instacart, a figure that is 2.5 times bigger than it was before the pandemic (and before on-demand food and grocery delivery became a necessity in the era of social distancing, lockdowns, and quarantines). Batch order payments and default tipping percentages are two of many demands from the collective, which had also pushed for better working conditions during the beginning of the pandemic (especially concerning PPE and paid time off). The group is also asking for occupational death benefits given the risks of working during a pandemic. As Instacart flirts with the idea of going public, groups like the GWC will fight even harder for equity, protection, and better compensation (and benefits) in the months ahead.
  • “Worker burnout is not a mental illness” is a phrase that needs to be eliminated. Nearly every industry now faces worker burnout and fatigue, even without a pandemic backdrop. What the past 18 months have done, however, is transformed businesses in such a way that some sectors (healthcare, veterinary medicine, shift-based work in light industrial and manufacturing) experience workers clocking 50-hour (or longer!) work-weeks, with professionals in remote environments having trouble balancing an “always on” mentality with a laptop frequently within vicinity of wherever they are within their homes. Business leaders are not therapists, nor should they be the ones to diagnose mental health issues. However, worker burnout has become so prevalent that it’s time we reassess its validity as a true mental health issue and how exactly managers and other enterprise leaders can give their workers they support they need.
  • Nearly 80% of businesses plan to transform their workplaces into more attractive destinations for candidates over the next year. New Future of Work Exchange research finds that the vast majority of enterprises are laser-focused on turning their offices into more alluring places to work. Given the personal, professional, and societal changes happening in the greater market, as well as the ongoing “Great Resignation” that started in the spring, businesses face a more expansive war for talent than they ever have before. While there is no cure-all to this transformation, enterprise leaders only have to truly listen to what candidates want to begin this process: flexible working environments, inclusive workplace cultures, clarity on career paths, opportunities to hone key skills, etc.
read more

Once More, With Feeling: Empathy Is the Only Way Forward

Business LeadershipDiversity and InclusionHRTalent by Christopher J. Dwyer on

“The great gift of human beings is that we have the power of empathy, we can all sense a mysterious connection to each other.” – Meryl Streep

Over the past several months, there’s one word that has popped up more than so many others in my conversations with hiring managers, business leaders, HR practitioners, and talent acquisition executives. It’s a word that hasn’t been used very often in the corporate world, but it’s a concept that we are learning has such a profound effect on how work gets done. It’s at the very heart of who we are as humans and it’s a reflection of the energy we put out into the world around us. And, as we are finding, it’s a foundational way for businesses and their leaders to build long-lasting relationships with their workforce.

Empathy.

Many of us knew exactly what it would be like when the biggest remote work experiment in history kicked off in the dark days of March 2020. However, many others struggled with newfound responsibilities within their home as kids shuffled no further than the kitchen table and a laptop instead of to the bus. Many of us waded in the collective, anxious waters of a global pandemic that forced us indoors and to shutter social interaction. And too many of us still bear the scars of the most dangerous public health crisis in our lifetimes.

All of this means one thing: empathy must be the root of how we move forward. It must be the foundational layer to how we approach how work gets done and how we structure a workplace environment that is both inclusive and safe. It also means that, in the face of the Delta variant’s rampage across the country (and world), we as business leaders and we as business workers must prioritize empathy in nearly every facet of how we address our roles, our jobs, and our communications with each other.

Ardent Partners and Future of Work Exchange research finds that 77% of businesses expect more empathy-driven leadership moving forward within their organizations, proving that “cold” and archaic modes of leadership, particularly instilling a culture of fear and rigidity, are detrimental to the overall enterprise. In order to retain talent and reengage key workers when needed, business leaders must create, foster, and deliver on the best possible workplace culture. By reinforcing expectations, practicing transparency, promoting positivity, and leveraging accountability (for both workers and managers), business leaders will ensure that empathetic efforts will help their organizations improve the talent experience for its total workforce.

Empathy within the workplace (and the workforce) has incredible benefits:

  • Empathy-led leadership will help business execs develop long-lasting relationships with its workforce. Workers that can perform their tasks with a touch of flexibility whilst feeling comfortable and safe within an inclusive environment are more likely to want to have a better relationship with their managers. Workers will be more apt to open additional lines of communication with their leaders and be honest about their workloads and any pressure they may be feeling about their roles. These long-lasting relationships can be especially critical when workers have opportunities outside of the organization, and, could potentially be a deciding factor on taking their talents elsewhere or staying put.
  • Leveraging empathy as a core Future of Work tenet will result in more productive workers and teams (and better business outcomes). Appreciation is also another factor that can catalyze a workforce. Workers that feel appreciated, along with a sense of physiological safety in an empathetic environment, are more likely to perform at a higher level due to a better overall employee experience. If they truly believe in what they are doing and feel that they are appreciated in how they perform their jobs, that extra level of value certainly cascades into the ultimate completion of the project. “Better business outcomes” has long been a goal for organizations, and empathy as a foundational workplace facet can be a critical contributor to achieving this initiative.
  • Empathy fosters a better connection with workers that can help stave off potential issues before they are exacerbated. Workers that have an open line of communication with their leaders will always feel that they can discuss major personal and business issues without fear of scrutiny or reprisal. In these scenarios, simply talking about problems, especially before they become worse, can potentially stave off detachment from the role or even resignations. Leaders pushing empathy can foster stronger relationships with their workers and ensure that these unions are robust tools in boosting the overall talent experience. In age that some have dubbed “The Great Resignation,” anything that executives can do in terms of empathy, flexibility, etc. will go a long way towards key talent retention.
  • Empathy-led leadership is one of several solutions to worker burnout. Think about the world we’re currently living in. The pandemic has been nothing short of an anxiety-ridden rollercoaster ride. Some of us have lost loved ones, others have been sick and experienced COVID first-hand. Many of us still battle with the lingering personal ramifications of this public health crisis. As we discussed recently, worker burnout is an epidemic on top of a pandemic; business leaders are the essential front-line of defense when it comes to curtailing this major issue. Empathetic and inclusive workplace environments (including, yes, remote environments!) can help curb some of the worker burnout issues that plague today’s talent by helping employees feel that 1) they are not alone in what they are doing, 2) they can reach out for help if they are overwhelmed, 3) they can establish flexible boundaries for when personal issues need to be prioritized, and, 4) they can work effectively with their leadership team to construct the best possible work-life balance for the maximum productivity and wellness.

A phrase known as “compassion fatigue” has been uttered lately as more and more leaders tire of the past eighteen months and the changes they’ve had to make in how they manage their workforce (it’s also a phrase thought of and spoken by medical workers that are rightfully exhausted at the thought of caring for unvaccinated individuals as hospitals begin to surge once again across the country). The FOWX theory is this: if business leaders are tiring of pushing empathy and rooting it into the foundation of their workplace environments, they shouldn’t be surprised when productivity wanes or workers begin to quit.

The COVID-19 pandemic (an ongoing pandemic, I may add) has been stressful for everyone, no doubt. However, empathy is the only way forward for the world of business. It’s the only way that workers will have a sense of inclusion, wellness, and appreciation. Leaders must respond to challenging times with empathy and flexibility, not just for themselves, but for their direct reports, as well. According to Future of Work Exchange research, nearly 70% of businesses expect leadership to focus understanding the perspectives of the workforce as they adapt to personal and professional change over the next 12 months. When the public health crisis is in the rear-view, it will be those businesses that have led with empathy and truly understand the human elements of their workforce that will retain their top talent.

read more