A new report reveals over half of UK employees willing to switch jobs for better burnout support.
- Despite most managers believing they can identify stress, a significant gap exists in perceived support.
- With the Great Resignation ongoing, businesses are under pressure to retain talent amidst rising burnout.
- HR directors admit performance management is losing focus, heightening the burnout issue.
- The virtual shift intensifies workload stress, reducing informal performance management opportunities.
A recent report indicates that a significant number of UK employees are prepared to leave their current positions in pursuit of workplaces offering superior support for stress and burnout. The findings underscore the critical importance of mental wellbeing in job satisfaction, with more than half of these employees highlighting the pandemic as a catalyst for increased burnout levels.
Despite the reported readiness of 97% of managers to recognise and support stressed and unengaged employees, a concerning disparity remains. The disconnect between employees’ perceptions and managerial intentions poses a substantial challenge, particularly as organisations grapple with the ongoing Great Resignation. Currently, 39% of employers are facing persistent difficulties in filling vacancies, exacerbating the need for effective employee retention strategies.
In response to this growing challenge, companies are increasingly recognising the need to address burnout, with 84% of HR directors acknowledging it as a major issue. Nick Gallimore, director of talent transformation and insight at Advanced, voiced concerns regarding this awareness gap, suggesting it serves as a crucial warning for employers facing talent retention and attraction hurdles.
The research highlights a worrisome trend where performance management is being deprioritised. Approximately 65% of HR directors report that discussions around employee performance are now less frequent, occurring once a year or not at all for a third of the workforce. While productivity and engagement are prioritised by nearly half of organisations, the lack of regular performance dialogues potentially undermines efforts to mitigate burnout risks.
Mike Parkes, a leadership expert, links the decline in performance management to the increasing virtualisation of the workplace. As remote work becomes the norm, vital informal interactions that naturally alleviate workplace stress are diminishing. Parkes argues that in this digital environment, more deliberate efforts are required to engage and motivate individuals effectively.
The disparity in perceived burnout support highlights a critical need for employers to align managerial practices with employee expectations to retain talent effectively.
