3 Steps for Addressing Employee Burnout
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A higher salary may not satisfy workers who value their health and well-being over money, a new report says.
During the Covid-19 pandemic, stress levels and employee burnout have soared leading to a record-high quit rate with numerous unfilled positions. To attract and retain a talented workforce, employers must address the root causes of burnout, according to a report by Gallup.
While many employers are throwing money at the "great resignation" in hopes of attracting and retaining employees, this may not be an option for organizations still recovering from the pandemic's economic destruction. Also, a higher salary may not satisfy job seekers who value their health and well-being over money, the report says.
Another report by Gallup showed high levels of employee burnout nationwide. And even for employees engaged at work, burnout is highly probable if they are struggling or suffering in their personal lives. Burnout even is rising to new heights among managers, which poses a problem as supervisors significantly impact the engagement of workers.
'Nearly Burnout Free' Employee
In June 2021, 74% of employees surveyed said they experience burnout on the job at least sometimes. Burnout is so pervasive in workplace cultures that it almost seems inevitable.
However, Gallup discovered that there are people whose likelihood of experiencing burnout is essentially zero. Here are three things “nearly burnout free” employees have in common:
Engaged at work. Engaged employees are set up for success because they know what is expected, they have the tools needed for their work, and their manager helps them manage their workload while also setting a clear path to success, Gallup says.
According to the report, here are some critical actions managers can take to reduce burnout while engaging employees:
- Work with employees to establish mutual expectations and priorities.
- Help them get the resources needed while also removing potential barriers.
- Ask for employees’ opinions, recognize their contributions and genuinely care about them.
Have high well-being. Managers who have genuine relationships with their employees can help them better adjust to life situations and challenges that arise, the report’s author notes.
Are celebrated for their strengths. According to the report, the best managers position every team member to spend ample time catering to their strengths. By doing so, managers can individualize feedback that feels inspiring rather than dreadful.
These elements are critical responsibilities of employers, Gallup says. When employers create thriving workplaces, they create an environment that boosts productivity and solves retention issues.
For more information from the Gallup report click here.
Andre Claudio is an assistant editor at Route Fifty.
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