Wellbeing at Work Wins: The Individual Toll

A “Great Gloom” is looming over the workplace. Employee happiness has plummeted to an all-time low while risk of burnout has soared, now endangering 8/10 individuals in the US workforce (BambooHR, 2024; Mercer, 2024). 

This blog series is written for all of the employers who are starting to see the ripple effect of this employee wellbeing crisis. From the individual cost, to the organizational cost and then to the customer cost, this series will cover the main drivers, outcomes and actionable strategies employers can take to step in before it's too late.

First things first - the individual. 

In the wake of the COVID-19 pandemic we have seen a huge transformation of the workplace, most obviously the evolving flexible work arrangements. 

While the shift to remote work offered flexibility, it also blurred the boundaries between professional and personal life, leaving many employees feeling as though they’re always “on” (Worklife, 2023). The abrupt changes in work dynamics—whether in adjusting to remote work, dealing with health fears, or balancing caregiving responsibilities—lead to increased stress levels that linger even today. 

Also, the rise of digital communication tools has intensified the “always-on” work culture. Platforms like email, instant messaging apps, and video conferencing have made it easier to stay connected, but at the expense of employees feeling the pressure to respond quickly and work beyond regular hours. This constant connectivity, while improving efficiency in some ways, has come at the cost of personal downtime and the ability to fully disconnect.

The changing expectations of the workplace has by no means been an easy transition for employees; while burnout is not new, it is most definitely on the rise.

But what does this really mean for employees?

Burnout entails periods of prolonged stress and pressure at work. These levels of tension and stress can trigger a series of both physical and mental health conditions.

Numerous research studies have indicated that burnout is a significant predictor of physical health issues, such as diabetes and heart disease, as well as having significant psychological effects, including insomnia, depression and anxiety.

The individual toll does not end here. The impact of burnout has extended to personal relationships and life satisfaction more generally. Enduring high levels of stress can lead to communication breakdown, emotional disconnect and increased conflict, all of which risk employees’ personal relationships and reduce their quality of life.

How can employers help?

Many employers will ask whether it is their responsibility to influence employee wellbeing. While we will discuss the business case in the next blog of this series, ultimately positively contributing to employees’ wellbeing is the right thing to do. Most organizations currently provide some sort of employee benefit associated with employee health. However, in order to realize more complete benefits, organizations need the more holistic approach of taking care of the whole person, not just the employee (Gallup, 2023).

1. Promote Preventative care: Employers can help employees to manage stress, mental health and burnout before it escalates to unmanageable levels. Consider the following strategies:

   1. Offer Access to Counseling Services: Ensure that Employee Assistance Programs (EAPs) are comprehensive including the offer of free counseling services for all employees.

   2. Train Managers on Mental Health Awareness: Help managers to recognize the signs of burnout and stress within their teams so that employees can access the help they need quickly and easily.

   3. Normalize Conversations About Mental Health: Start mental health awareness initiatives within the organization to create a culture where discussing mental health challenges is not only accepted but encouraged.

2. Foster Work-Life Balance: Employers can help to create a culture in which employees can disconnect from work and separate their work and personal lives more easily. Consider the following strategies:

   1. Encourage Time Off: Remind employees of their PTO and encourage them to schedule vacations to recharge and rest.

   2. Set Clear Boundaries: Create policies that discourage after-hours emails, messages, or calls unless it’s an emergency.

   3. Wellness Breaks: Introduce short, paid wellness breaks throughout the day, such as meditation sessions, to curb the inevitability of employees sitting at their desk for 8 hours straight.

3. Clarify Job Roles and Workloads: Employers can help empower their employees to take control of their tasks and work their own way. Consider the following strategies:

   1. Clarify Job Expectations: Set clear, measurable objectives for employees so they understand what’s expected of them and reduce stress of underperformance.

   2. Give Employees Autonomy: Allow employees to have more control over how they complete their tasks to improve trust among teams.

   3. Encourage Delegation and Task Distribution: Encourage employees to delegate tasks where appropriate, especially in management roles. 

Throughout this “Great Gloom” it is clear that individuals are struggling. However, this is only the beginning of the large ripple effect that surrounds the burnout and wellbeing crisis. The next blog in this series will explore the cost that organizations are incurring and the risks that they face when they fail to prioritize employee wellbeing.