Recognising Signs of Employee Burnout and the Value of a Wellbeing Strategy

The survey, conducted by Thinks Insight (24 July 2023), uncovers concerning statistics: 55% of workers feel that work intensity is on the rise, and 61% report feeling exhausted at the end of most working days. Furthermore, compared to the previous year, a significant portion of workers are spending more time outside contracted hours on work-related activities, email communication, and facing increased stress levels. The data also reveals a gender disparity, with women experiencing greater work intensity, particularly in sectors like education and health and social care.

The TUC attributes this intensification to several factors, including surveillance technology, staff shortages, inadequate enforcement of working time regulations, and the decline in collective bargaining. Urgent action is called for, including the introduction of a right to disconnect, stronger enforcement of working time regulations, addressing public sector recruitment and retention crises, promoting flexible working, and enhancing collective bargaining rights.

Recognising the Signs of Employee Burnout

Employee burnout manifests in various ways, with signs often subtle yet impactful. Common indicators include:

While these signs may seem apparent, delaying action until they worsen can harm both individuals and the organisation. Instead, proactive measures should be taken to identify and address burnout before it escalates.

A recent YouGov poll of over 2,060 UK adults found that one in five workers (20%) had to take time off due to poor mental health caused by pressure or stress in the past year. Additionally, over a third (35%) of adults reported experiencing high or extreme levels of pressure and stress always or often during the same period.

The reasons for workers taking time off due to poor mental health are multifaceted, but the survey suggests that poor working relationships and processes may contribute to burnout. More than a third (35%) of working adults admitted they don’t feel comfortable informing their line managers or senior leaders if they’re experiencing high levels of pressure and stress at work. Moreover, nearly one in three (31%) cited being bullied or intimidated by colleagues as a source of stress in the past year.

The survey also indicates that many workplaces may lack adequate support systems for employees dealing with high stress levels. Almost half of workers (49%) stated that their employer does not have a plan to identify signs of chronic stress and prevent burnout. Additionally, 22% are unsure if such a plan exists within their organisation.

What Can Employers and Leaders Do to Support Employee Mental Health?

Employers have a duty to protect both the physical and mental health of their employees and leaders can create a positive mental health workplace by implementing various strategies. These include developing a dedicated strategy or policy for employee mental health, regularly assessing workplace stressors and burnout risks, and establishing a Wellbeing Plan to guide support efforts and providing confidential access to resources like counselling services or Employee Assistance Programmes (EAPs).

Leaders should also enforce strong policies against workplace bullying and harassment, offer mental health awareness training, and recognise employees’ efforts. Encouraging open communication, promoting regular breaks and a healthy work-life balance, and fostering a caring and collaborative culture through team-building activities are essential. Conversely, leaders should discourage stigmatising language about mental health, avoid unreasonable workloads and deadlines, and minimise excessive overtime, always prioritising employee well-being.

Other proactive identification strategies and tools business leaders and HR teams can utilise to identify employees at risk of burnout include:

• Regular Check-ins: Arrange frequent one-on-one meetings with employees to discuss workload, challenges, and overall well-being. Foster open communication and provide a safe space for employees to voice concerns.
• Employee Surveys: Conduct regular surveys to evaluate job satisfaction, stress levels, and work-life balance. Utilise the feedback to identify trends and areas of concern within the organisation.
• Performance Metrics: Monitor key performance indicators and metrics to detect changes in productivity, work quality, or attendance patterns that may indicate burnout.
• Behavioural Changes: Pay attention to shifts in behaviour or attitude, such as heightened negativity, disengagement, or conflicts with colleagues. These could be early signs of burnout.
• Peer Support Networks: Encourage the establishment of peer support groups or mentorship programmes where employees can share experiences, seek advice, and provide mutual support.
• Training and Education: Offer training sessions on stress management, resilience-building, and work-life balance to equip employees with the skills to cope with workplace pressures effectively.
• Wellness Programmes: Implement initiatives like mindfulness workshops, fitness classes, or access to counselling services to support employees’ physical and mental well-being.

Employers need to be mindful about how they use the term resilience when exploring burnout as this trend sees a focus being placed on individual resilience rather than the need for organisations to address the root causes of burnout. While supporting employee wellbeing is crucial, it’s essential to acknowledge that many strategies often fall short of addressing systemic issues within organisations.

Instead of placing the burden solely on employees to build resilience in high-pressure environments, there must be a shift towards fostering organisational resilience. This involves creating work cultures and structures that promote sustainable productivity and prevent burnout.

As Maslach and Leiter suggest, organisations must learn to thrive in fast-paced and uncertain environments without overburdening their employees. By prioritising organisational resilience, businesses can create healthier and more sustainable work environments for their workforce.

What is the Impact of Employee Burnout on the UK Economy?

New data from AXA UK and the Centre for Business and Economic Research highlights a concerning issue for the UK economy: burnout and work-related stress.

Estimated at £28bn lost last year, this economic impact stems mainly from the loss of working days due to stress, burnout, and poor mental health, amounting to 23.3 million days. The AXA Mind Health Study surveyed 30,000 individuals across 16 countries, revealing that over a fifth of UK adults are in emotional distress, with another quarter lacking positive wellbeing. This means nearly half of the UK population is not experiencing positive mental health, posing risks of burnout and significantly affecting businesses nationwide.

To address the risk of burnout effectively it’s crucial for companies to take proactive steps to address their employee’s needs, such as:

What Can Employees Do to Recognise and Manage Burnout?

Self-awareness is a powerful tool for individuals to recognise and address early warning signs of burnout. By being attuned to their thoughts, emotions, and physical sensations, individuals can take proactive steps to safeguard their well-being.

Some self-practical tips/strategies for employees to avoid burnout and ensure well-being in the workplace include:

• Monitor Stress Levels: Regularly check in with yourself to assess your stress levels. Notice any signs of increased irritability, fatigue, or decreased motivation, which could indicate rising stress levels.
• Set Boundaries: Establish clear boundaries between work and personal life to prevent burnout. Define specific times for work and leisure activities and stick to them. Avoid checking emails or working outside of designated hours whenever possible.
• Practice Mindfulness: Incorporate mindfulness practices into your daily routine to cultivate self-awareness and reduce stress. Take short mindfulness breaks throughout the day to focus on your breath, sensations, or surroundings, promoting relaxation and mental clarity.
• Seek Support: Don’t hesitate to reach out for support from colleagues, friends, or professionals if you’re feeling overwhelmed. Sharing your feelings and experiences with others can provide perspective, validation, and practical advice.
• Reflect and Adjust: Regularly reflect on your work habits, priorities, and sources of stress. Identify any patterns or triggers contributing to burnout and make adjustments as needed. This could involve delegating tasks, renegotiating deadlines, or seeking additional resources or training.

In conclusion, leadership plays a crucial role in preventing burnout and fostering a positive work culture. Leaders should evaluate various aspects, including decision-making processes, job satisfaction levels, and their own behaviours.

Decision-making transparency and empowerment are essential, as employees need to feel empowered to make decisions effectively. Job satisfaction hinges on factors like control, fairness, rewards, and workload management. Leaders must also align their behaviours with their stated values, avoiding actions that contradict messages of well-being and fairness. They should promote trust and transparency through personal relationships and consistent decision-making. While the signs of employee burnout may be evident, it’s imperative for business leaders and HR teams to adopt a proactive approach to identify and address burnout effectively.

By implementing regular check-ins, surveys, performance metrics, and support programmes, organisations can foster a culture that prioritises employee well-being and cultivates a healthy, engaged, and productive workforce. Overall, leaders must ensure coherence between their words and actions to build a work culture that prioritises employee well-being and productivity.