Leaders like Paula Allen, LifeWorks, say level of burnout has tripled amongst working Canadians.
Taking care of yourself and your employees has emerged from the catastrophic impact of the pandemic as the number one way of taking care of business.
Paula Allen, Global Leader and Senior Vice President of Research and Total Well-being at LifeWorks, formerly Morneau Shepell, says the level of burnout risk has tripled amongst working Canadians.
Nowhere is this more noticeable and potentially more damaging than among senior managers. Their well-being has a disproportionate effect in terms of decision-making and on more junior employees.
A recent survey by the LifeWorks Research Group and Deloitte Canada, titled Well-being and Resilience in Senior Leaders: A Risk to Post-Pandemic Recovery, found that:
- 82% of senior leaders participating in the survey felt exhausted
- 51% contemplated exiting their roles
- Of that 51%, almost a quarter (23%) were thinking about quitting their jobs; 16% were considering a move to a less demanding position; 15% saw retirement as their way out; 13% were looking at a leave of absence; and 6% were strategizing how to go part-time.
Allen calls it the "Great Resignation." She says employers who ignore this trend risk losing large numbers of senior leaders simultaneously, potentially crippling the organization.
"People are feeling burned out. They're feeling a lot of emotional exhaustion. It isn't easy to feel motivated. So there is a drive to change that situation," says Allen.
When people are feeling stressed, they seek relief from change and validation. "There's a kind of a chemical hit when you get a new job. When you have that offer of new employment, it validates you. Somebody wants you."
To head off the "Great Resignation" and have a happier, more productive workforce, employers need to prioritize mental health and put extra effort into making employees feel appreciated.
"This has impacted people in a very significant way," Allen says. "There's no way possible that it wouldn't. So what has changed is the recognition of the importance of well-being."
While recognition is essential, it's irrelevant if nothing is done to address the situation.
Allen says the first step for organizations is to ensure that a top manager has some good conversations with people.
"It is important to hear from individuals, what their experience is and how they would like to move forward. Being able to speak about what you're experiencing, to have the support of your manager in a very real way, to have the support of your peers, to not feel isolated when you're under stress is really important."
Allen said senior managers often feel that their careers could be jeopardized by using an employee assistance program. So it's essential that organizations and managers de-stigmatize the strain that people are feeling.
"I think what's critical about the whole conversation with benefits is that employees are looking for organizations to do tangible things. It's not just that we care about your well-being. They want to see how – show me how we are an organization that prioritizes the well-being of our people."