In today's work culture, burnout has become a prevalent issue. Changes in how people work and additional stress felt from issues like the cost of living crisis have led to HR having to add new strings to its employee wellbeing bow. Unfortunately, the added pressure has itself become a stressor for HR professionals.
How big is the burnout issue?
According to the American Psychological Association, over 88 per cent of the workforce reports experiencing burnout, with 60 per cent facing high levels of it. Some even view burnout as an inevitable part of success.
What can be done about it?
Given that burnout is now a common aspect of global work culture, managing employee expectations is crucial. Transitioning from old-school operations to the new people-centric era actually involves devolving self-care and establishing new boundaries. Senior leadership should set clear guidelines, as well as identify additional support resources. This ensures HR and managers are not left alone in providing assistance, especially in areas where they may lack the necessary qualifications.
Investing in external expertise or referrals to Employee Assistance Programmes can also relieve the burden, ensuring a balanced distribution of responsibilities and avoiding exposure to stressful situations that HR may not be qualified to handle. This shift also means recognizing the need for universal downtime. Initiatives like the one we have at HiBob—Bob Balance Days—where the entire office takes a day off simultaneously, providing an opportunity for everyone, including HR, to recharge. This approach allows for a collective pause and prevents the dreaded email backlog when returning to the office.
Ultimately, the focus should be on creating a work culture that values wellbeing and prioritizes the mental health of all employees, including those in HR.
Toby Hough, People and Culture Director, EMEA at HiBob