'Find the signal within the noise:' Staving off employee burnout

It’s February, and while the days may be getting longer, many areas of the country are still blanketed in snow, bitter cold and dreary skies, further exacerbating the already tenuous mental health of America’s workers. This mental health pandemic coincides with an increase in employee burnout, which, in turn, adds fuel to the fire of the Great Resignation.

For employers looking to maintain a robust workforce, addressing burnout and mental health issues should be a top priority. Paul Rubenstein, chief people officer at Visier, recently shared his thoughts with BenefitsPRO on the relationship between stress, burnout and employee quit rates.

What is causing such high rates of burnout among US employees?

According to our recent report, The Burnout Epidemic 2021, employees are reporting that the No. 1 issue contributing to their feelings of burnout is being asked to take on more work. Taking on extra work is nothing new, but the increased turnover, combined with media that reinforces “how” you should feel about burnout is certainly contributing. Additionally, many managers have not adjusted to remote work and are resorting to micromanagement because they are used to managing activity.

Many of the same issues that are driving employee burnout existed before the pandemic, uncertain times and pandemic-related stress have exacerbated burnout among most employees. Making matters worse is that more than one-third of workers surveyed indicated that they aren’t comfortable even talking about burnout with their managers, despite the fact that many of the factors that impact burnout are outside of their control. Yet when asked whose primary responsibility alleviating burnout should be, 73% said “mine” only 27% said “my employer.”

How is the winter season and start of the year impacting employees’ mindsets? Is burnout more or less common this time of year, and why?

Flipping the calendar to a new year doesn’t mean the end of stress and burnout for thousands of employees. According to our data, the vast majority of employees (89%) experienced burnout in 2021. The holiday season, weather changes, fewer hours of light, the end of most fiscal years and the start of a new planning cycle are incredibly stressful. Nobody ever says, “I enjoy the year-end sprint!” Home and work stress combine to negatively impact an employee’s mindset at work and make burnout more common at this time of year.

Why are the Great Resignation and burnout epidemic so closely intertwined?

Burnout and the Great Resignation feed off each other. Higher levels of burnout plus less support, and higher expectations in the workplace are on a collision course with turnover. Even as you hire new workers, there are gaps to be filled and the natural stress of change. We all need to be on guard for the early signs of apathy toward work. Be vigilant and avoid having employees disengage and look elsewhere for a fresh start with a new company. As more employees leave, it creates a domino effect: others see the options available to them in the current market and are more apt to jump ship to new opportunities.

In fact, new BLS data showed that a record number of employees quit their jobs in November ahead of the holidays –– and it’s likely to only continue. So as winter, the start of the new year and increased resignations continue to build up burnout among employees, it’s vital for companies to work to better support their employees to ensure the combination of the Great Resignation and rising burnout rates don’t further impact workforces.

With record numbers of employees quitting, how can companies combat burnout and better support employees in 2022?

Recent Visier data on resignation rates found that companies across the board experienced a 25% annualized resignation rate in 2021. While last year was not a typical year by any means, it’s safe to assume that 2022 won’t be either, meaning burnout and quit rates will likely only continue to rise. Each employee has a unique and personal journey from burnout to energy. We need to meet these employees where they are. For some, this is about the connection to their front-line managers; this means creating individual connections that are authentic and empathetic. For others it is about the company brand; where employees look for clear and consistent messaging that unequivocally communicates support and empathy.

What advice would you share with company leaders and people managers as they attempt to not only retain employees, but also increase their levels of happiness and engagement this year?

There are steps HR leaders can take to mitigate the impact of resignations, and proactively address voluntary turnover year-round — not only when it becomes a crisis. First, make sure you find the signal within the noise. Use a data-driven approach to understand which employees are most at-risk of leaving and why. Second, remember that pay is table-stakes in this market, so there needs to be something beyond just a paycheck. Employees want to work someplace that inspires them, where their work has an impact and they can see the impact their work has on the company goals. There is a human truth about us all that is deeper than the numbers HR gives you. Make sure you connect with that truth and use it to connect, inspire and create impact.