Employee burnout is a warning sign -- about your organization

Employers are not doing a good job of addressing the root causes of employee burnout, a new report from the McKinsey Health Institute suggests. The institute found that when it came to employee burnout, companies are doing more to address the symptoms than the causes of the problem.

Institute researchers found that one in four employees in the survey reported burnout symptoms. The survey, conducted earlier this year, polled 15,000 employees and 1,000 human resources decision-makers in 15 countries.

According to the report, the growing awareness of employee burnout and accompanying labor turnover has led employers to invest more in mental health and wellness programs. And while addressing those areas are important, the survey suggested that wellness programs and mental health apps in themselves do not address the workplace roots of the problem.

“As laudable as these efforts are, we have found that many employers focus on individual-level interventions that remediate symptoms, rather than resolve the causes of employee burnout,” the report said. “Employing these types of interventions may lead employers to overestimate the impact of their wellness programs and benefits and to underestimate the critical role of the workplace in reducing burnout and supporting employee mental health and well-being.”

Toxic behavior driving burnout

The report said that toxic workplace behavior was by far the biggest predictor of employees reporting burnout symptoms and intent to leave their job.

“Toxic workplace behaviors are a major cost for employers—they are heavily implicated in burnout, which correlates with intent to leave and ultimately drives attrition,” the report said. “In our survey, employees who report experiencing high levels of toxic behavior at work are eight times more likely to experience burnout symptoms. In turn, respondents experiencing burnout symptoms were six times more likely to report they intend to leave their employers in the next three to six months.”

The report noted that some employers were responding to employee burnout by providing resources to increase the resilience and adaptability of workers. However, the report said, this was not enough.

“The findings in our global survey and research are clear. Burnout is experienced by individuals, but the most powerful drivers of burnout are systemic organizational imbalances across job demands and job resources,” the report said. “So, employers can and should view high rates of burnout as a powerful warning sign that the organization—not the individuals in the workforce—needs to undergo meaningful systematic change.”

Opportunities to create meaningful change

The study noted that there is still much to be learned in dealing with and reducing toxic workplace behaviors and other problems that lead to burnout. But it also said there are some early signs of how employers can start to address these problems.

“Taking a systemic approach means addressing both toxic workplace behavior and redesigning work to be inclusive, sustainable, and supportive of individual learning and growth, including leader and employee adaptability skills,” the researchers said. “It means rethinking organizational systems, processes, and incentives to redesign work, job expectations, and team environments.”

The survey found that inclusivity is the top predictor of work engagement and job satisfaction, as reported by employees. This was true across all countries surveyed, and inclusivity is nearly three times more predictive than access to resources alone, the study said.

The report also noted that home- and family-oriented benefits can be a big part of retaining employees, since so many workers report that family considerations affect their employment decisions.

“Expanding childcare, nursing services, or other home- and family-focused benefits could help keep such employees from leaving and show that you value them,” the report said. “Patagonia, long the standard-bearer for progressive workplace policies, retains nearly 100 percent of its new mothers with on-site childcare and other benefits for parents.”

The report concluded by saying that employers have an opportunity now to address the workplace concerns of employees as well as playing a role in improving their lives.