How to manage workplace burnout

In November 2013, England cricketer Jonathan Trott left the 2013/14 Ashes tour in Australia, citing stress-related illness and mental health issues as the cause. On 17 April 2014, the batsman extended his break from cricket after suffering a relapse.

High-profile sports stars and celebrities openly admitting they are suffering from such issues can do a lot to raise awareness about what can be seen as a sensitive subject.

In the corporate world, one of the most high-profile examples of burnout in recent years was the case of Lloyds Banking Group chief executive Antonio Horta-Osorio, who took a two-month leave of absence at the end of 2011 because of exhaustion. He was allowed to return to work only after a thorough medical investigation.

According to a study conducted by Harvard Medical School in the US in May 2013, 96% of top managers said they felt burned out to some extent, and one-third of them said the problem was extreme.

Mental health issues cost the UK about £70 billion a year, according to the Organisation for Economic Co-operation and Development’s (OECD) Mental Health and Work: United Kingdom report, which equated this figure to a 53% loss in employment and productivity.

Such statistics highlight why organisations need to be aware of workplace burnout, and they must bear in mind that it can happen to staff at all levels of an organisation. During the tough economic times of recent years, employers may have unwittingly contributed to employee burnout by putting extra pressure on their workforce, for example by expecting them to do more with less. 

Reduce the stigma

However, workplace burnout is often still perceived as carrying a stigma, so staff may be reluctant to seek help at an early stage. Patrick Watt, corporate director at Bupa, says employers should work to reduce this stigma.

“Employers should acknowledge that it exists,” he says. “People ignore the impact mental health and burnout could have in the workplace. There is a compelling body of evidence that highlights its prevalence.”

Workplace burnout is characterised by symptoms such as exhaustion, lack of enthusiasm and motivation, and feeling drained. Sufferers may also exhibit frustration and/or negative emotions and cynical behaviour, thereby reducing their professional efficacy.

Philip Wood, executive director at Health Shield, says: “We should never underestimate the importance of our health and wellbeing. Leading healthier lifestyles can have a significant knock-on effect, both at home and at work. More employers are recognising the part they can play in supporting staff.”

Professional services organisation EY is a good example of how employers can focus on employee wellbeing to tackle burnout (see box below). The employer launched a wellbeing programme, called Health EY, which focuses on mental health in the workplace.

Offering employees training to boost their mental resilience can help them manage potentially pressurised areas of their work and can be key to reducing the likelihood of burnout, particularly for roles that have been identified as potentially stressful.

Employees’ legal rights

Employers should also be aware of employees’ legal rights. Under the Disability Discrimination Act 1995 and the Equality Act 2010, employers must make “reasonable job-related adjustments”, which include giving or arranging for training or mentoring, to help staff on sick leave get back to work.

Employee assistance programmes (EAPs) are the most commonly used benefit to support staff suffering from burnout. Stuart Shaw, principal consultant at Xafinity, says: “An EAP is widely recognised as a useful tool, but the difficulty in its use is the low take-up rates. In work environments with burnout, it is down to the organisation to promote these benefits.”

Other resources, such as fitness programmes, can also help to combat workplace burnout by improving employees’ overall wellbeing, says Shaw.

Employers can look to provide a better working environment to improve employee wellbeing. Giving staff simple information on wellbeing issues, for example how to improve their sleep patterns, how to stop smoking and limit alcohol consumption.

Health Shield’s Wood says: “Employee support can include confidential counselling and 24/7 GP helplines can help at the first signs of burnout. Cognitive behavioural therapy can help employees deal with their emotional support needs. Also, any back and body strains resulting from stress can be treated sooner rather than causing increased levels of stress, which can affect sickness absence levels.”

Line managers’ role

Line managers have an important role to play in managing workplace burnout. If employees know they can approach their manager about any difficulties, this can make a big difference.

Iain Laws, managing director of healthcare at Jelf Employee Benefits, says there is a wealth of resources and training available for managers to learn how to conduct difficult conversations and know how to address an employee’s problems. “Effective line management has a vital role to play in mitigating risk to the employees and the business of a poor approach to this issue,” he adds.

Cary Cooper, professor of organisational psychology and health at Lancaster University Management School, says trained managers will have better interpersonal skills to manage burnout.

“These people will not only recognise the symptoms of burnout, but can also manage them by praise and reward rather than fault-finding” he says. “However, there is a need to get rid of the long-hours culture and introduce flexible working, where employees can have flexi-time and flexi-place, to decrease burnout.”

Taking a proactive approach to managing burnout can help to identify problems before they progress to further illnesses or result in lengthy absences. Xafinity’s Shaw says: “It is a mental and physical balance that helps get people back to work. Employees need to be encouraged by employers.

“Burnout seems to be more widely accepted in other spheres of the world than in business. Sports stars go through dry patches and take periods of rest and come back, and it is the same in entertainment. But they come back stronger, and the workplace can learn lessons here.”