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Tag: burnout

Working on-site isn’t worth the commute

46% of employees say employers aren’t making the return to work appealing

A recent global survey from Executive Networks reveals that many employees don’t see the value in commuting to work as organizations continue to adjust their pandemic-era workplace policies. Of the 1,300 knowledge workers surveyed globally, only 28% feel their companies make it worth the commute, while 46% say their employers are not doing anything to make returning to the workplace more appealing. Despite this, about half of workers still believe being in the office is beneficial for career advancement. The survey also highlights a “proximity bias” against remote or hybrid workers, which can hinder their progress in the company, as acknowledged by 71% of senior HR leaders and 62% of senior business leaders.

To encourage employees to return to the office, organizations need to make it more purposeful and “commute worthy.” This requires employers to communicate the benefits of working in the office and provide equal opportunities for development and advancement, regardless of where the work is done. Many employees support flexible arrangements, such as a four-day or 32-hour workweek without a reduction in pay, with 69% of knowledge workers and 56% of front-line workers wanting this option.

The report also highlights the importance of upskilling as the critical aspect of organizational success this year. HR and business leaders believe skills-based training should be used as a retention tool, and knowledge workers want access to coaches and online courses. Upskilling can also help reduce burnout, which is a significant factor in employees leaving their positions.

It’s important to navigate workplace policies and flexible arrangements with employee needs and unique organizational factors in mind. While Generation Z workers report stifled career growth due to a lack of on-site work experience, employees with remote and hybrid schedules may feel more psychological safety and ease in discussing difficult situations with colleagues. The report concludes that organizations can gain a competitive advantage in this new world of work by adding creative benefits, designing a workplace that attracts employees, and better equipping workers and managers for flexible working.

Rita Vanhauwenhuyse, Vice President of Customer Experience and Insights in Europe for Executive Networks said: “Stress and burnout have long been documented as a reason employees leave their jobs, but the lack of opportunity to learn new things and grow in their careers is also a primary driver of employees wanting to make a change,” said in the statement.”

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Half of UK workers prioritise work/life balance when job hunting

Mentions of “burnout” increased by 86%

Even though the pandemic brought the mental health of workers into sharp focus it’s two years on and new data from Glassdoor has revealed that employee discussions around burnout, overwork and mental health are continuing to increase.

According to the survey of 2,000 workers by Glassdoor, one in two (52%) people consider work/life balance a key contributor to good mental health and a priority when job hunting. So to help job seekers understand what it’s really like to work at a company, this World Mental Health Day Glassdoor has revealed the top 20 companies that employees say are the best for work/life balance in the UK.

THE COMPANIES GETTING WORK/LIFE BALANCE RIGHT

The research2 by the Glassdoor Economic Research team found a steep increase in mentions of burnout, overwork and mental health in employee reviews between 2019 and 2022. Burnout saw the largest increase, soaring 86%, while mental health mentions climbed 21% and overwork 15%, indicating many workers are still struggling to find a good work/life balance.

Glassdoor economists also analysed more than 400,000 reviews by UK-based employees who each shared anonymous feedback and ratings on their employer’s approach to work/life balance to compile a list of the  UK’s highest rated companies for work-life balance.

For the second year running, employees ranked The Office for National Statistics (The ONS) as the best company for work-life balance in the UK, scoring 4.6 out of 5. The ONS is the UK’s largest independent producer of official statistics and is the recognised national statistical institute for the UK.

The top 10 UK companies for work/life balance are:

  1. The Office for National Statistics (4.6 Glassdoor Work-Life Balance rating out of 5)
  2. Heron Foods (4.6)
  3. Fidelity International (4.5)
  4. ServiceNow (4.5)
  5. AND Digital (4.5)
  6. Hyperoptic (4.5)
  7. Bank of England (4.4)
  8. Sage (4.4)
  9. MBDA (4.4)
  10. Schroders (4.4)

Analysis of ratings by industry found that employees ranked tech as the best sector for work-life balance, with a rating of 4.0 out of 5. Aerospace & Defence (3.9), Media and Communication (3.9) and Legal (3.8) followed.

Industries with the lowest work/life balance ratings are Transportation & Logistics (3.3), Retail & Wholesale (3.3) and Restaurants & Food Service (3.1).

FLEXIBLE WORKING HELPS EMPLOYEES ACHIEVE WORK/LIFE BALANCE 

When it comes to job satisfaction, Glassdoor’s Economic Research team found that work/life balance is more important to employees than pay. Furthermore, the study showed that flexible working – whether from home, the office or hybrid – can help achieve greater work–life balance as flexibility allows employees to work in a way that best suits their lives.

The survey found that most flexible workers surveyed report better work/life balance (59%) and improved general happiness (60%). These employees also feel better able to attend to personal responsibilities, such as caring for children or life-admin (59%) and have more autonomy over their work (70%). More than half surveyed (53%) also say flexible working has helped with the rising cost of living.

Jill Cotton, Career Trends expert at Glassdoor commented: “The stigma around discussing mental health in the workplace is lessening, and there is increased awareness of how our mental state can affect our productivity at work and our overall happiness. The Glassdoor list showcases amazing examples of companies which have implemented multiple initiatives to help protect their employees’ wellbeing. This includes offering flexible working which allows employees to balance their home and work lives in a way that works for them.

“However, there is still a way to go – UK workers remain overworked, and burnout is on the rise. Employers need to create a transparent culture and provide a range of support to protect employees’ wellbeing.  Workers who are struggling with their mental health or work-life balance should feel comfortable to be open with their team or line manager and ask for support and help in setting boundaries.”

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A third of workers consider resignation

73% of workers report high levels of stress

According to findings from Alight and Business Group on Health’s research series, 2022 Alight International Workforce and Wellbeing Mindset Study, close to three-quarters (73%) of workers reported high levels of stress due to such factors as the ongoing pandemic, economic concerns and social unrest. Additionally, more than one-third (34%) of workers reported suffering symptoms of burnout, while only one in three employees said their employer cared about their wellbeing.

While employees across the United States and Europe continue to report high levels of stress, a surprising percentage do not take full advantage of their workplace’s well-being initiatives, despite employers’ continued prioritisation of these programmes, a new survey has found.

Ellen Kelsay, President and CEO of Business Group on Health commented: “These sentiments demonstrate a disconnect in employees’ views of their workplace wellbeing benefits, as large employers have continued to make significant investments in workforce wellbeing benefits and programmes.”

Just 15% of employees in the United States and the United Kingdom reported being aware of employer-sponsored stress-management programmes. And of those who were aware of the benefit, less than one-quarter (23%) said they used it, even though 32% of employees wanted their employer to offer more mental health resources.

The survey findings identified key areas of opportunity for companies in prioritising the total wellbeing of their workforce and increasing employee awareness and adoption of available wellbeing programmes. These include:

  • Building awareness of available mental health programmes. Creating engaging and personalised programmes through a combination of technology, navigation and communication can boost employee awareness of available and accessible resources.
  • Supporting long-term financial goals and understanding short-term demands. Long-term financial planning remains a challenge for many employees, who need assistance with reducing debt levels, sticking to a budget, saving for more immediate financial needs and having longer-term savings goals. Balanced financial wellbeing programmes that provide smart steps for employees to take today can help boost overall financial wellbeing and reduce one of life’s major stressors.
  • Providing balance and flexibility. The pandemic demonstrated that workers value flexibility and, for those who can, being able to work remotely at least some of the time. More than half of employees (54%) said a flexible work environment differentiated one employer from another, creating an opportunity for employers to set themselves apart from peers. Additionally, more than half (59%) of all workers said being able to work remotely had a positive impact on their

Kantar conducted the research, surveying more than 10,000 employees from February 2022 to March 2022 in the United States, United Kingdom, Germany, France and the Netherlands. This marked the first time the study included countries outside the United States. Additional reports about the research will be issued later this year.

Stephan Scholl, CEO of Alight Solutions said: “Workers worldwide found that COVID-19 intensified challenges to wellbeing. As a result, they sometimes face difficulties in showing up to work as their best selves, which ultimately affects companies’ bottom line. At the same time, caring about employee wellbeing is critical to recruiting and retaining talent.”

Other survey findings:

  • Fewer than half of UK employees (44%) believe their company does an overall good job at communicating with them
  • Only 1 in 10 employees in the UK rated their employee experience as awesome whilst 42% deemed it as okay, pretty bad or awful.
  • Nearly a third (31%) of UK employees would not say great things about their employer given the chance.
  • US. employees tended to have a more positive view of their overall wellbeing than those in Europe. More than half (53%) of U.S. employees rated their overall wellbeing highly, compared to 40% in the U.K.

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Employers encouraged to prioritise annual leave

Risk of employee burnout on the rise

A new survey revealed that 60% of employees feel that their employers have actively discouraged them from taking annual leave. One in 10 workers also feels unable to ask for mental health leave.

In reaction, HR experts urge employers to prioritise annual leave and promote healthy working habits to avoid burnout.

The Annual Leave Allowances survey from Just Eat for Business shows how office workers use their annual leave allowance, how their employer promotes holiday entitlement, and how time off and flexible working impacts work-life balance.

The survey also found that 1 in 5 office workers cannot take time off work due to staff shortages and reduced resources.

With 44% of workers reporting feeling very burnt out and a third finding that maintaining a healthy work-life balance is the most stressful aspect of work, these leave challenges are concerning.

Will Foster, Professor of Leadership at Keele University, commented: “It’s essential that if the ‘espoused’ values of the organisation include employee wellbeing and restorative breaks, then leaders need to allow that to happen and do more than pay lip service. Management must do the hard work of ensuring the structures, roles, responsibilities and staffing levels align so employees can take a ‘true rest’ when needed.”

Anni Townend, Leadership Partner, said: “Annual leave is an important part of a much bigger picture of looking after our life-work balance and of creating a positive work culture.

“Increasingly people are realising that there’s huge value in taking micro-breaks during the day as part of managing employee wellbeing, as well as longer macro-breaks like annual leave. The danger of not doing so is that we lose our ability to switch-off and to disconnect from work. This can impact our sleep patterns and our ability to concentrate, as well as cause extreme mood swings and a weakened immune system.”

Claire Lassier, Senior HR Consultant at Pure Human Resources, weighed in: “Annual leave should never be seen as a perk. Everyone needs a break to maintain their health and wellbeing, and ultimately to maintain their performance levels at work. Some organisations mandate that a set amount of annual leave is taken within each quarter of the year to ensure that employees use leave on a regular basis: others need to limit how much can be taken during their peak periods.

Restricting the amount of discretionary carry over at the end of the leave year and reminding employees on a regular basis to plan ahead and book time off can help ensure that people take time out throughout the year – for the benefit of the individual and the business alike.”

Rosie Hyam, People Partner at Just Eat, also commented: “Given the emphasis on employee well being and work-life balance over the last few years, it’s essential that employers are receptive to flexible working arrangements, and that they allow employees to take time away from work when needed.

“And it doesn’t have to be a big break – organisations may want to carve out some time to ensure that employees can take a break and socialise with colleagues during the working week. This can be done through in-office lunches, socials or team bonding activities.”

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Goldman Sachs gives unlimited vacation to top staff

Is this perk the answer to stress and burnout?

Investment bank Goldman Sachs announced in April that they were moving their senior employees onto a ‘flexible vacation’ policy, allowing for time off when needed instead of fixed maximum days per annum. Junior staff will still receive the statutory leave requirements.

The new policy requires all employees to take at least 15 days off, this in an attempt to change a culture that has previously left bankers depleted and exhausted.

This move can be a powerful recruiting tool. A recent Fortune and Harris Poll survey showed that half of employees preferred the idea of having unlimited paid time off to a higher salary.

For the most part, this move is applauded by employees and observers, especially in light of an increasingly burnt-out workforce.

The question is whether this is the great benefit everyone expects it to be and whether it will change the culture in a competitive environment such as Goldman Sachs?

Kiki Stannard, Managing Director at ZEDRA, commented: “It’s well known that employers are determined to keep their best and brightest employees, particularly those who work the hardest and contribute the most. With 24/7 connectivity nearly everywhere globally, finding time away from the demands of a stressful job are becoming more and more difficult. It is often a challenge for those in the highest demand to get a decent amount of time off to rest and recuperate properly –  both physically and mentally –  never more so than in the world of financial services.

It may have come as a surprise to many to read that internationally renowned investment bank, Goldman Sachs, announced that senior staff are being moved to a ‘flexible vacation’ policy which will permit time off when needed and not adhering to fixed maximum days per annum.

Having been hailed as progressive for the industry and designed to encourage a decent amount of time off to support health and wellbeing (there will be a minimum level of time off for junior staff which aligns with the statutory requirement in any event), will there really be any change in culture or attitude at Goldman Sachs – often viewed as fiercely competitive?

In the US, the tech sector has actually been offering unlimited vacation for many years which might sound like a significant benefit where vacation is around ten days plus public holidays.

The reality however can be quite different.

  • The unlimited vacation is only on the basis that the employee’s work is done, or the break will not disrupt the business, often leading to employees logging on regularly whilst they are away
  • Confusion can arise around the use of the policy and different interpretations as to exactly what amount is acceptable as ‘unlimited’ according to who your line manager happens to be
  • There can be an inclination to cancel a day’s leave when something urgent comes up at work
  • Blurring of the lines can be seen where there is a performance issue requiring careful management or additional employee support
  • Does unlimited vacation just mask real sick days?
  • Does unlimited vacation result in a duvet day for anyone who is just not that motivated?
  • How can you shake that Monday morning feeling when you know that not turning up today is ok?

Unlimited holidays can work for some businesses and sectors, but this type of policy won’t work for every company. In today’s environment it might act as a great benefit to entice new, often younger, starters to join a company. It’s always important to engage with staff and key stakeholders to get a better idea of the appetite for such a policy before committing and if there is desire, prepare thoroughly to avoid any negative ramifications to individual staff and company morale.”

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The start of the four-day work week?

Experts examine the pros and cons of the potentially game-changing pilot scheme

This week, more than 70 companies are kicking off a four-day work week. Over 3,000 employees will be working a shorter week, with no impact on salary, between now and December as part of a nationwide pilot project.

Between 2020 and 2022, the pandemic “moved the goalposts” on office life. As a result, many workers experienced the flexibility and work-life balance of remote working for the first time during this period. On the back of that, many organisations are now trying to work out new, more productive ways of working. If successful, this scheme is likely to completely change the working world as we know it.

Experts have examined the possible impacts of this change and question whether this change is a gimmick or a progressive move to the future. Before adopting the four-day work week, businesses are encouraged to examine their reasons for making this change and consider whether this development will truly solve any problems or simply plaster over bigger issues.

Laura Baldwin, President at O’Reilly, commented: “When it comes to work schedules, what people really care about is flexibility. It’s not about four days or five. Either is still very prescriptive and doesn’t account for the varied reasons many employees want flexibility – for example, to manage five-day-a-week school pick up hours. For the burnt out, overworked employees who went above and beyond during the pandemic, fewer hours, worked flexibly across five days is likely to mean more than a four-day slog.”

“For businesses, the four-day week can also create complicated scheduling nightmares – especially for smaller organisations. While some larger organisations can implement A/B schedules where, for example, half of the employees are off on the Friday and the other half, Monday, this won’t work for smaller teams that need cover all week. Instead, there needs to be more effort invested in creating real cultures of flexibility, which can best serve employees without forgetting the needs of customers.”

“Quite simply, customers expect (at least) a five-day-a-week service and until every organisation moves to four days as standard there will be a very hard balancing act to cut to four. Dropping the ball on customer experience to pay lip service to flexibility is a losing strategy for all.”

“If you’re thinking about a four-day workweek, use it as a prompt to ask, what is it that you are really trying to solve? Are you trying to create a shortcut to flexibility? Will this rather drastic move really create the flexibility your employees want? Will it enable work-life balance, but also get the work done? Could it be you are looking for a sticking plaster to bigger issues? Rather than embracing trust and flexibility for your teams, are you just seeking another way to exert control behind a facade of a four-day gimmick?”

In his recent blog on the subject, Ken Brotherston, CEO at TALiNT Partners also questions whether this was a situation of designing a problem to fit a solution.

He asked where the idea of working less originated. If society begins to work less and results in lower growth and higher national debt, we may be creating bigger problems for future generations.

Another concern is that while this new scheme could create an improved work-life balance for some workers, without clear boundaries, staff could feel more burnt out than before as they’ll have to complete five days of work in four.

Staff will need guidance to help them adjust to the change, to ensure that they’re not working additional hours in the four days that they are working. This creates more issues for leadership teams who are already having to deal with burnout among staff since working from home became a full-time gig. There is no divide between work and home.

Andrew Duncan, Partner and EMEA CEO, Infosys Consulting, commented: “Many businesses are acutely aware of the positive impact that location-agnostic policies can have on employee wellbeing. It is clear that flexibility-forward is the approach of the future, however, ensuring these policies are properly structured is key to making them a success.

“With the launch of four-day working week trials, outlining clear parameters around these policies will be vital. Failure to do so risks a downturn in quality as talent attempts to squeeze the same amount of work into a shorter week.

“This also poses risks from a people management point of view potentially resulting in burnout or staff working outside of agreed hours, setting back aims to improve work-life balance.”

Paul Modley, Director, Diversity, Equity & Inclusion at AMS, commented: “The flexibility of being able to work four days a week will certainly help create a better work-life balance for some workforces. However, this concept is new to individuals and businesses alike. The key hurdle to overcome if this is to be successful is the careful management of workloads. If staff are cutting their hours by 20% but their workload and delivery expectations remain the same, employers could face a scenario where people are struggling to meet expectations and failing to take breaks or working overtime during the new working week in order to gain an additional day off.”

“With the right communication and careful management a four day week can work, but without appropriate implementation, employees can become disengaged with a brand or even feel disgruntled with the forced reduction of days. In an economy where talent shortages are rife and retaining staff is a critical business priority, it’s important to ensure that any changes to work set ups are delivering against the needs of individuals as well as the company. At AMS all of our roles can flex to some degree so we have experience in making different working methods successful across the globe. It’ll be interesting to see the results of this trial, but the information that will be most valuable from my point of view will be the feedback of staff themselves, not just the productivity data from the businesses.”

Regardless of the outcome, this new way of working is sure to divide the workforce with flexible and hybrid working already becoming a bug bear to those employers who want their staff back in the office full-time, post-pandemic.

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Burnout abounds in the banking and financial services industry

31% of financial services and banking professionals to leave the industry due to pressure

One third (31%) of financial services and banking professionals plan to leave their industry, and a further third (31%) are planning to stay within the industry but leave their current roles, reveals a new report.

According to the study by the digital accountancy platform, LemonEdge,  33% of financial service and banking professionals believe that working from home and hybrid working has increased burnout. Fourteen percent state that burnout has risen exponentially. The study also revealed that 23% of these professionals are worried about physical and mental health.

When asked why workers are planning to leave their positions, the following reasons were cited:

  • Heavy workload (42%)
  • Manual processes (36%)
  • Long working hours (32%)
  • Tight deadlines (26%)
  • Increasing demands from management (25%)

One in six of the financial services workers who were surveyed feel like they can no longer continue or no longer desire to continue in their role within the industry.

When asked what would help overcome burnout, 33% of financial services professionals agreed that a reduced workload would reduce burnout. Time off work (27%), support from management (25%), and faster, more efficient technology (23%) were also popular solutions.

Gareth Hewitt, Co-Founder and Chief Executive Officer at LemonEdge, comments: “An exodus of industry professionals is a sure sign that levels of burnout have reached an unacceptable scale. Any experience of  burnout is serious and with thousands of employees planning to leave the industry as a direct result of high pressure, it should be a clear warning to firms before they risk losing valuable talent.

“The risk of burnout to employers is huge, and there are simple measures firms can introduce to reduce the risk of burnout, making the lives of their employees’ much simpler, easier, and with less stress. Firms need to be aware of the impact absenteeism and presenteeism will have on both their employees and business productivity. Just because you’re working from home, or in a hybrid model, doesn’t mean you can’t enjoy time off. With one in four (23%) asking for faster or improved technology to eliminate manual processes, firms need to look at their approaches to improve the lives of their staff. In this day and age, technology, not only can but should, provide the automation and flexibility that can contribute to reduced stress, reduced working hours, and lower risk of burnout. At LemonEdge we are passionate about providing the tools and technology that enable financial services professionals to get home on time.”

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63% of workers check emails out of work hours

Half of workers spend time on video calls now than a year ago

According to Asana’s 2022 Anatomy of Work Report, workers in the US are overwhelmed by their notifications with almost two-thirds (63%) of US workers continuously checking their emails outside of work hours — the highest percentage across the board in the international study.

The software company’s research team surveyed workers from Australia, France, Germany, Japan, Singapore, the U.K. and the U.S. At 62%, workers in the U.S. were the most likely to report feeling the need to reply to emails straight away. This rate was even higher among Generation Z and millennials. The US participants reported that they’re overwhelmed by the breadth of their digital interactions with colleagues with 34% stating they struggle to respond to important messages, with the rate being even higher for millennials and Gen Zers.

Just under half (41%) of respondents reported that they spend more time on emails now than a year ago with 43% stating that they spend more time on video calls than one year ago.

More than half (52%) reported that more efficient meetings could effectively reduce the number of notifications, and 48% of respondents said clearer responsibilities could also limit the number of notifications. Gen Zers, millennials and those in C-suite roles were most likely to emphasize the importance of well-outlined expectations.

Debbie Walton, Editor at TALiNT Partners commented: “The move to working from home means that there is no option to display an ‘out of office’ or to switch off from work. I have made the decision to remove all work apps from my cell phone so as not to be bombarded by endless notifications after hours. It’s supported a healthier work/ life balance.”

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Two in five UK workers suffer from return to work anxiety

Companies need to build wellness culture into business

There is no doubt that the thought of returning to work-life after COVID-19 is filling many employees with dread. More than two years of pandemic related uncertainty and stress have taken their toll on employees’ mental health.

Lockdowns sent us into survival mode, and it is only now, as life starts to get back to normal, that we begin to process the reality of what we’ve been through. There may still be safety concerns. Cognitively, employees may feel safe, but they may not feel emotionally safe. In addition, new habits have had two years to develop, and they may be a challenge to break.

But there are practical reasons too. A recent survey of 1,000 workers conducted by messaging app Slack suggests that almost two in five workers are stressed or anxious about going back to the office after more than two years at home. Concerns about work-life balance, the cost of travel and food were among the reasons for their stress.

The study revealed that 75% of workers had experienced burnout, and one-third had put in extra hours.

The study also found that only two in five respondents think their employers value their mental health, indicating how essential it is for businesses to provide more help.

Employers need to recognise and empathise with the different reasons that workers may be reluctant or anxious to return to the office.

Seventy percent of respondents agreed that a four-day workweek would help their mental health and wellbeing. Almost 50% believe that a hybrid work situation is the best approach for mental health, yet only 25% can choose whether or not they will work in the office.

Chris Mills, of Slack, said: “An employee who is cared for and supported will be inspired to do their best work.”

“It’s positive to see UK workers highlighting that hybrid work and technology has an important part to play in their wellbeing.”

“To ensure technology continues to be an enabler of healthier workplaces, leaders can also set a good example. Building best practices, for instance on how to use features like ‘do not disturb’ and scheduled messages to avoid out of office messaging, can be a great place to start.”

Charlène Gisèle, High Performance Coach and Burnout Advisor: “It is more important than ever for employers to integrate and incorporate a wellness culture embedded within the company. Offering wellness solutions goes beyond a gym membership – instead fostering a wellness culture is what a company ought to aim for.

Instead of focusing on concerns employees can focus on the positive aspects of being back in the office: camaraderie, being able to see colleagues again, and having social work life back on the horizon are all great for mental health as opposed to social/work isolation which many employees have faced during lockdown.”

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US workforce has grappled with a mass exodus of parents

Companies offer or re-commit to championing parental leave

A resource from McKinsey and Company entitled Women in the Workplace 2021 has shared data suggesting that women were even more burned out as of late 2021 than they were in 2020. The research also revealed that burnout was ramping up faster among women than in men with childcare-related worker attrition remaining a human resource issue.

Around a third of women surveyed stated that they “have considered downshifting their career or leaving the workforce this year,” compared to the one-fourth of women who told McKinsey the same early on in the pandemic.

In a market that is talent-strapped, employers have had to be very creative when conjuring up ways to better retain parents. Many companies have offered or re-committed to championing parental leave so that workers aren’t forced to choose between caring for their families and nurturing their careers. Labor experts also have called attention to the nuance involved in such considerations, including regard for LGBTQ+ parents who need leave and further attention paid to mothers who are black and their higher rates of burnout.

According to the survey, some companies have taken a step further by offering stipends for in-home childcare or daycare. Others still have implemented “returnships” for caregivers — primarily, women or birthing parents — to become reacquainted with the workforce after a years-long childcare hiatus.

But flexibility in their workflow and scheduling remains one easily implemented solution that managers and HR teams can offer parents today.

McKinsey commented in its 2021 report: “More than three-quarters of senior HR leaders say that allowing employees to work flexible hours is one of the most effective things they’ve done to improve employee well-being, and there are clear signs it’s working. Employees with more flexibility to take time off and step away from work are much less likely to be burned out, and very few employees are concerned that requesting flexible work arrangements has affected their opportunity to advance.”

The one caveat? Ensure that employees are given clear boundaries along with their flexibility, to thwart an “always-on” approach to work. It’s important to not only offer flexibility but also to support staff wellbeing in order to avoid burnout.

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