Is there a human being on the planet who hasn’t been affected in some way by COVID? Highly doubtful. We’ve seen (actual or reports of) people becoming infected and/or dying; regular and often quickly-changing recommendations for safety; disruptions to our routines, such as children out of school, workplaces closed, shortages of food and/or supplies, lack of social outlets; and overwhelming uncertainty, to name just a few. People, of course, are resilient and may be able to handle these things for short periods of time. But the point of this article is that 18 months later, we’re still grappling with the effects of COVID changes – with no end in sight – and we’re burning out.
Employers, in particular, are seeing it in the workplace as, this HR Executive article reports, burnout threatens to rule the… ummm… year. Increased workloads, longer work hours, isolation and little time off are converging into a perfect storm of employees leaving for seemingly greener job pastures. The author suggests seven great ideas for HR leaders and managers to alleviate the effects of burnout in themselves and their teams.
Be open. Our society’s made strides in shining light on mental health issues, but this tip is about creating a culture of openness about these issues, and starting at the top. When company leaders feel comfortable discussing their struggles, the rank and file can also be open to sharing with each other. This can remove some of the isolation that you’re the “only one.”
Offer help. Openness will lead to seeking help and HR has to deliver. Explore company benefits and programs that will help your workers find the support they need. Online yoga, meditation, even caregiver support and financial wellness programs, can be a welcome balm for the stress.
Time off. Understandably, the last 18 months haven’t resulted in lots of vacation plans, and the author points out that even staycations have been on the decline. The result is no time to disconnect, which makes the burnout wheel spin faster. Bosses should encourage time off and clear the way for it. Another suggestion is collective time off. That’s where the whole company closes down for – say – a week. That way, everyone can recharge without worrying about what’s going on at the office and what’s piling up for their return. As the ED for Robert Half told the author, “Working nonstop is counterproductive and unsustainable.”
Zoom overload. With employees off-site and more spread out, companies have relied heavily on meetings and Zoom calls to stay connected, which can result in some serious overload. One company’s director is “encouraging thoughtful meetings.” If only…. LOL Some tips include limiting the number of on-camera meetings or designating a moratorium on meetings in general one day per week.
Flex-time. If you’ve worked remotely during the last 18 months, you probably worked longer hours than you did pre- COVID and had a little difficulty (or a lot) turning off work. Many burned out workers say blurred lines of home and work result in feeling overworked and uninspired. Consider allowing employees to flex schedules based on their energy levels. One company implemented Summer Fridays and closed down at 1pm between Memorial Day and Labor Day, allowing staff to start the weekend early. Fall Fridays or Winter Wednesdays might be something to consider.
Surveys. Sounds simple, but many employers shy away from surveying employees, perhaps fearing the results. However, a targeted survey on mental health issues, for example, might yield very valuable insight on how to help your workforce. Consider questions with a COVID context: How are you feeling? What are your biggest challenges? What tools or resources do you need? Designate a group to analyze anonymous responses and get creative with some possible solutions. Burnout is a real problem in our workplaces but it isn’t inevitable. Managers and HR leaders who genuinely care about workers’ struggles can tackle this together, with creativity and empathy.