2022员工职业倦怠风险应对+Addressing+Employee+Burnout+Risk+In+2022

workday

Report

Addressing

employee

burnoutriskin2022.

THEHEARTBEATSERIES

Organizationsandtheiremployees

havefacedaconstantstreamof

challengesinrecentyears—from

theglobalpandemicandsupply

chainissues,toaworkerexodus

resultingfrom

thegreatreshuffle.

Accordingtoareportfromthe

SocietyforHumanResource

Management

,thisreshufflehas

placedadditionalpressureon

thosewhohaven’tleft,withmore

than50%reportingthatthey’ve

takenonadditionalresponsibilities.

Thesepressures,whichincludedifficultyfillingopen

positionsandanuncertaineconomicclimate,haveledtoincreasedlevelsofemployeeburnoutrisk.

Tocultivatethelevelsofresilience,engagement,and

employeeloyaltythatleadtobetterbusinessoutcomes,organizationsneedtounderstandthedifferentfactorsthatcontributetoburnoutrisk.Indoingsotheycan

moreeasilyidentifyandaddresstheunderlyingcauses,safeguardingthehealthandwell-beingoftheirpeopleandtheorganizationitself.

Addressingemployeeburnoutriskin2022|2

Methodology

The

WorkdayPeakonEmployeeVoice

databaseconsistsofnearly245millionemployeesurveyresponsesandmorethan41millionemployeecomments

fromacross160countries.Ouranalysisofburnoutriskisbasedonde-identified

employeesurveydatafrom1.5millionemployeesacrossmorethan600companiesaroundtheworld.

Globallevelsofburnoutriskarecalculatedbasedonthedistributionofburnoutriskacrossallcompaniesinoursample.Sector-specificandregionallevels

ofburnoutriskcomparethesegloballevelswiththeuniquecompositionofcompanieswithinaspecificsegment.

Levelsofburnoutriskaregroupedintothreecategories:

•Higher(inthetop33rdpercentile)

•Medium(betweenthe33rdand66thpercentile)

•Lower(inthebottom33rdpercentile)

Thereare14industriesincludedinouranalysisofburnoutrisk,basedonthe

mappingofindustrybenchmarkswithinWorkdayPeakonEmployeeVoicetotheindustrieslistedonourwebsite.

Somesectorshavebeenexcludedfromyear-on-yearcomparisonsbecausetheydidnotmeettheminimumdatathresholdsrequiredtoensurestatisticalrobustness.

Regionalbreakswithinthisanalysisarecutbylocationofcompanyheadquarterstoensureconsistencyacrossemployeegroups.Acompany’sHQlocationcan

actasasecondaryindicator,providinginsightsaboutthecompany’sculture,andhowitmightimplementemployeewell-beingpoliciesacrossdifferentregions.Forglobalorganizations,thesepoliciesmaynotbetailoredtodifferentpartsofthe

world,andthereforetheHQlocationanddominantculturewithinthatlocationwillinfluencetheexperienceofglobalemployees.

AddressingEmployeeBurnoutRiskin2022|3

Distinguishing

between“burnoutrisk”

and“burnout.”

AddressingEmployeeBurnoutRiskin2022|4

“Burnout”isdefinedbytheWorldHealthOrganizationas“asyndrome

conceptualizedasresultingfromchronicworkplacestressthathasnotbeen

successfullymanaged.”Accordingtothe

AmericanPsychiatricAssociation

,foraclinicaldiagnosisofburnout,anindividualwouldneedtobediagnosedaspartofaclinicalassessment.

Unlikeclinicalburnout,whichisdefinedasanoutcomeandwouldrequire

assessmentbyatrainedmedicalprofessional,burnoutrisklooksatanumberofworkplace-experience–basedindicators,whicharebasedlargelyonthe

Maslach

BurnoutInventory

(MBI)developedbypsychologistChristinaMaslachand

researcherSusanE.Jacksontomeasureworkplaceexperienceasitrelatestophysicalexhaustion,cynicism,andlowpersonalefficacy.

Anumberofsimilarworksexist,includingtheBergenBurnoutInventory,

OldenburgBurnoutInventory,Shirom-MelamedBurnoutMeasure,andthe

CopenhagenBurnoutInventory.Takentogether,thesedifferentmeasurement

scalescanallbecategorizedwithinthethreeaspectsofburnoutoriginallydefinedbytheMBI:

PhysicalExhaustionCynicismLowPersonalEfficacy

Emotionallydrainedorfatigued

Isolationorlackof

support

Lowsenseof

achievement

Highworkloadorstress

Lowsenseofbelonging

Lowautonomyor

freedom

Poorwork-lifebalance

Lowsatisfactionor

engagement

Lowsenseofpurposeorvalueinwork

Lowsenseofwell-being

Feelingundervaluedorignored

Worknotinterestingorchallenging

Burnoutandengagementaretwosidesofthesamecoin,whichmeansthese

indicatorsareincorporatedintoexistingquestionsanddriversinWorkdayPeakonEmployeeVoice—includingworkload,autonomy,recognition,organizationalfit,

meaningfulwork,andaccomplishment.

We’vemappedengagementquestionsinWorkdayPeakonEmployeeVoiceto

provideanaccuratemeasurementofburnoutriskbasedonthefollowingthree

indicators:energy,connectedness,andfulfillment.Thesurvey’squestionsare

sourcedfromavarietyofquestionsetscoveringengagement,health,andwell-being,aswellasbelonginganddiversity.Ourcategorizations:

Fulfillment

Connectedness

Energy

Energylevelsarebased

Levelsofconnectedness

Fulfillmentlevelsare

onworkload,work-life

arebasedonmutually

basedonasenseof

balance,theamountof

supportiverelationships

accomplishmentand

flexibilityemployeeshave

atwork,asenseof

theopportunityto

inwhenandhowtheydo

belonging,andthe

dochallengingwork.

theirwork,andthelevel

perceivedvalueof

Questionsalsomeasure

oforganizationalsupport

someone’sopinions

howmuchmeaning

fordifferentaspects

withintheorganization—

employeesderivefrom

ofmentalandphysical

combinedwithoverall

themissionandpurpose

health.

employeesatisfactionandloyalty.

oftheorganization.

Overallburnoutriskiscalculatedbasedonemployeeresponsestoengagement

questionsassociatedwiththethreefactorsabove.Scorescanvaryforeach

indicator—forexample,highfulfillment,lowconnectedness,lowenergy—resultingindifferentburnoutriskprofiles.Wecovertheseprofiles,includingrecommendedactionsforeach,inalatersection.

AddressingEmployeeBurnoutRiskin2022|5

Theevolution

ofburnoutrisk.

Ofthe10industriesinthisanalysis,7eithermaintainedthesameorsawincreasedlevelsofburnoutriskbetween2021and2022—withsomeindustriesbeing

impactedmuchmorethanothers.Thepercentageofcompanieswithhigherlevelsofburnoutriskjumped16%intransportation,10%ingovernment,and4%acrossbothhealthcareandnonprofit.

Factorssuchasglobalsupplyissuesandthepressureontransportationworkerstokeepessentialservicesrunningthroughoutthepandemic,aswellasworldwideeventssuchasBrexitintheUKandongoinglaborstrikesinsomeglobalregions,arealllikelytohavecontributedtoelevatedlevelsofburnoutriskwithinthe

transportationsector.

WorkdayPeakonEmployeeVoiceusesa

0–10pointscale

forquestionresponses,andasageneralguideline,anychangeofgreaterthan0.1isconsideredmeaningfulaspartofthisanalysis.

Withingovernment,itappearsthatelevatedlevelsofburnoutriskcanbe

attributedtolowoverallengagementscores.Our

“StateofEngagement2022”

report

foundthatgovernmenthadthelowestengagementscore(7.33points)in

2021comparedtootherindustries,andrankedinlastplacefor9of14engagementdrivers—despitemakingsomeimprovementsthroughouttheyear.

Similartothesectorsmentionedabove,healthcareandnonprofithavebothplayedanimportantroleinmanagingtheimpactofCOVID-19oncommunities.However,thisappearstobetakingitstoll.Bothsectorsexperiencedadeclineinoverallemployeeengagementthroughout2021,droppingby0.16and0.12points,respectively.

AddressingEmployeeBurnoutRiskin2022|6

WorkdayPeakonEmployeeVoice

Onlythreesectorsexperiencedadeclineinthepercentageoforganizationswithhigherlevelsofburnoutrisk:manufacturing,professionalandbusinessservices,andfinancialservices.

Manufacturingsawthesteepestdeclineinthenumberofcompanieswithelevatedlevelsofburnoutrisk(-11%).Thisimprovementmaybeexplainedbythefact

thatmanufacturinghadthesecond-highestmeanscoreincrease(0.14)inour

“StateofEngagement2022”report—drivenmainlybyincreaseddriverscoresfororganizationalfit(0.16),peerrelationships(0.11),andreward(0.1).Despitetheseimprovements,50%oforganizationsinmanufacturingcurrentlydisplayhigherlevelsofburnoutrisk,beatenonlybytransportationandgovernment.

Transportationwasoneofthehardest-hitsectorsasaresultoftheglobal

pandemic,whichishighlightedbythefactthatscoresdecreasedacrossall14

engagementdrivers,whilegovernmentorganizationshadthelowestoverall

engagementscore(7.33)andrankedinlastplacefor9of14engagementdrivers.

Professionalandbusinessservices,alongwithfinancialservices,also

experiencedadeclineinthenumberoforganizationswithhigherlevelsofburnoutrisk(-5%and-2%,respectively)dueinparttoincreasedengagementdriverscoresacrossanumberofareasthroughout2021,includingenvironment,autonomy,

recognition,andreward.

BurnoutRiskOverTime

Percentageofcompanieswithhigherrisk(2021–2022)

20212022

Manufacturing

EnergyandResources

GovernmentTransportationConsumer

ProfessionalandBusinessServices

Healthcare

NonprofitFinancialServices

61

60

54

50

48

44

43

43

48

Government

Transportation

Manufacturing

EnergyandResources

Consumer

Healthcare

Nonprofit

Professionaland

BusinessServices

FinancialServices

31

29

28

24

24

20

27

22

Technology

13

13

Technology

Numbersin%

AddressingEmployeeBurnoutRiskin2022|7

Deep-diveintoburnoutriskindicatorsby

industry.

Inordertopaintamorenuanced

pictureofburnoutriskacross

differentsectors,wealsoneedto

lookathowdifferentaspectsof

burnoutriskpresentthemselves.

Varyingcombinationsofthethree

factors(energy,connectedness,

fulfillment)eachtelladifferent

storyabouttheemployee

experience,andinfluencethe

actionsorganizationsneedtotake.

AddressingEmployeeBurnoutRiskin2022|8

WorkdayPeakonEmployeeVoice

BurnoutRiskIndicatorsbyIndustry(H12022)

ConnectednessPercentile

100

0

0

100

0

Government

0

4

EnergyLevels●

Higher●Average●Lower

9

0

Retail

.

Technol

.

ogy

8

0

Financi

s

alService

ices

LifeS

ciences

.

Pr

ofessiona

landBusi

nessServ

6

0

1

02

03

Consume

0

r

06

07

Nonp

08

rofit

09

0

4

0

Healt

.

hcare

Manufac

.

turing

3

0

Edu

cation

Transp

ortation

2

0

Energ

yandRes

ources

Mediaan

dEnterta

inment

FulfillmentPercentile

1

7

05

Sectorsperformingwellforallthreeaspectsofburnoutriskincludetechnology,financialservices,andretail.Allthreesectorsrankinthetop20thpercentileforconnectedness,whilealsomanagingtomaintainhighlevelsoffulfillmentandenergyamongemployees.

Lifesciencesalsoperformswellonfulfillmentandconnectedness,butitappearstheongoingpressuresoftacklingthepandemichavenegativelyimpacted

employeeenergylevels.

Thoseworkinginprofessionalandbusinessservicesappeartobefacingaslightlydifferentchallenge.Whileenergylevelsandasenseofconnectednessareboth

high,employeesseemtolackasenseofmeaningandaccomplishmentintheir

work.Thiscouldbeduetoitbeingmoredifficulttoseehowyourworkimpacts

othersinapositiveway,especiallywhencomparedtosomeonewhointeractswiththepubliconaregularbasis.

Withinhealthcare,nonprofit,andeducation,thedifferentcomponentsofburnoutrisktelladifferentstory.Levelsoffulfillmentareextremelyhighinthesesectors—whichcanactasabufferforotheraspectsofburnoutrisk—butmanyemployeesarefeelingisolatedandunsupportedduetoalackofconnectedness.Energy

levelsalsovary,whichseemstoreflecttheamountofpressureeachsectorhasfacedinrecentyears.Whilethoseworkingineducationandnonprofithavefaceddisruptionsinthewaytheywork,includingknock-oneffectsofthepandemic,

manyworkersinthehealthcaresectorwillhavebeenonthefrontlinefromdayone,resultinginincreasedandongoingstresslevels.

Finally,thosesectorsgroupedinthebottom-leftofthegraphdisplaylowerscoresacrossallaspectsofburnoutrisk—withtheexceptionofmediaandentertainment,whichhasmaintainedreasonablelevelsofenergyamongemployees.

Unlikehealthcareandeducation,whichcanbufferagainsttheeffectsoflow

connectednessandenergylevelswithhighlevelsoffulfillment,sectorssuchasmanufacturing,transportation,andgovernmenthavestruggledtoadapttothechallengingconditionsoftheCOVID-19pandemic.

Asnewchallengesrelatedtothecurrenteconomicuncertaintypresent

themselves,theseorganizationscannotrelysolelyonthecommitmentoftheiremployeesortrytowaitoutthestorm.Theywillneedtotaketargetedactionbasedontheneedsoftheirpeople.

AddressingEmployeeBurnoutRiskin2022|9

Industry-specific

burnoutriskchanges

Thecurrentlevelsofburnoutrisk

withindifferentsectorsdidn’t

happenovernight;theyaretheresultofincreasedworkloads,external

pressures,andevolvingcompany

cultures.That’swhyit’simportanttounderstandthecurrenttrajectoryofdifferentburnoutriskfactorssothatorganizationscanprioritizetherightactionsinresponsetorapidlychangingcircumstances.

overtime.

AddressingEmployeeBurnoutRiskin2022|10

WorkdayPeakonEmployeeVoice

BurnoutRiskIndicatorsOverTime

PercentilechangesYoY(2021–2022)

Onethemethatemergesfromthedataisrapidlydecliningenergylevelswithinanumberofsectors,includinghealthcare,government,consumergoods,andmanufacturing.Thishighlightstheneedfororganizationstonotonlyprovidesupportforthementalandphysicalhealthoftheiremployees,buttoalso

introduceagreaterdegreeofflexibilitywherefeasiblesothatemployeescanmoreeffectivelymanagetheirworkloadandestablishahealthierwork-lifebalance.

FulfillmentofWorkEnergyLevelConnectedness

Transportation

Technology

ProfessionalServices

Nonprofit

MediaandEntertainment

Manufacturing

Healthcare

Government

FinancialServices

EnergyandResources

Consumer

0102030405060708090100

PercentileMovement

AddressingEmployeeBurnoutRiskin2022|11

Howburnoutrisk

differsbyregion.

Burnoutriskrelatestoanumber

ofpsychologicalandphysiologicalfactors,butitcanalsobeinfluenced

byculturalfactorsandtheunique

socioeconomicclimateofa

particularregion.

Somecountriesperformedbetterthanothersbetween2021and2022,withorganizationsheadquarteredinAustraliaandGermanyseeing

adropinthepercentageof

organizationswithahigherlevel

ofburnoutriskby19%and15%

respectively,yearoveryear.

AddressingEmployeeBurnoutRiskin2022|12

WorkdayPeakonEmployeeVoice

Numbersin%

BurnoutRiskOverTime

Percentageofcompanieswithhigherrisk(2021–2022)

2021

2022

France

46

AustraliaGermany

TheNetherlands

UK

41

38

37

41

39

UK

France

NewZealand

28

28

33

26

TheNetherlands

NewZealand

Australia

22

Germany

U.S.

17

20

17

12

Norway

U.S.

Canada

NorwayCanada

Denmark

11

9

8

11

Denmark

CountriesthatshowedanincreaseinlevelsofburnoutriskincludeNorway(9%)andtheUK(4%).WhilecompaniesheadquarteredinNorwayhadthebiggestincreasebetween2021and2022,Norwaystillranksrelativelywellintermsofoverallburnoutrisk(20%),especiallycomparedtoorganizationsbasedintheUK(41%).

AddressingEmployeeBurnoutRiskin2022|13

Deep-diveintoburnoutriskindicatorsbyregion.

Lookingatthelevelofdifferentburnoutriskfactorswithineachregioncanhelptounderstandwhichaspectsofthe

employeeexperiencearehavingthebiggestimpactin2022.

RegionsthatrankedwellacrossallthreecomponentsofburnoutriskincludetheU.S.,Denmark,and

Canada.Norwayalsorankswellforenergylevelsandconnectedness,butunderperformedonfulfillmentcomparedtothetopthree.

OrganizationsheadquarteredinAustraliaandSwedendisplaylowerenergylevelscomparedtothetop-ranking

countries,butstillhaverelativelyhighlevelsof

connectednessandfulfillment.Unlikemanyother

countries,Swedenhadveryfewlockdownrestrictionsthroughoutthepandemic,whilethe

resilienceofthe

Australianeconomy

protectedmanyorganizations.

AddressingEmployeeBurnoutRiskin2022|14

BurnoutIndicatorsbyCountry(H12022)

EnergyLevels●HigherAverageLower

0

100

0

0

ConnectednessPercentile

0

10

0

Den

U.S.

mark

9

0

No

8

rway

7

0

6

0

Ca

nada

.

1

02

03

04

05

06

07

0Sweden8

09

0

Au

4

stralia

.

0

G

ermany

3

0

UK

.

NewZeala

nd

2

0

France

.

Swi

tzerland

1

FulfillmentPercentile

WorkdayPeakonEmployeeVoice

RegionswithelevatedlevelsofburnoutriskincludeFrance,NewZealand,andtheUK,allofwhicharecurrentlyunderperformingforenergylevels,connectedness,andfulfillment.Germanydisplaysasimilarpattern,bufferedonlyslightlyby

higherenergylevels.

AddressingEmployeeBurnoutRiskin2022|15

Region-specificburnoutriskchangesovertime.

Lookingattherateofchangefordifferentburnoutrisk

factorshelpstoprovideamoreaccuratepictureofhow

burnoutriskhaschangedsince2021indifferentregions.

Forexample,organizationsheadquarteredinCanada,

Denmark,andtheU.S.arecurrentlyperformingwellacrossthemajorityofburnoutriskfactors.

Thescaleofburnoutriskremainsamongthelowestat

U.S.-headquarteredorganizations.TheproportionofU.S.organizationsinthehighburnoutriskcategoryheldsteadyat17%yearonyear.UK-headquarteredorganizations

currentlyhavethehighestproportionofcompanieswithhigherburnoutriskat41%.

RegionsthathavesignificantlyimprovedacrossanumberofburnoutriskfactorsincludeAustralia,Germany,and

Sweden.Scoresimprovedforenergylevels,connectedness,andfulfillmentinallthreecountries,whichmayinpartbedrivenbymanyemployeesreturningtotheoffice,andthecontinuedeasingofrestrictions—despitesomepotential

economicheadwinds.

AddressingEmployeeBurnoutRiskin2022|16

WorkdayPeakonEmployeeVoice

BurnoutRiskIndicatorsOverTime

PercentilechangesYoY(2021–2022)

RegionsthatmovedintheoppositedirectionincludeFranceandNorway.InFrance,alreadylowlevelsoffulfillmentandenergydroppedevenfurther,accompaniedbyasharpfallinlevelsofconnectednessaswell.InNorway,

organizationswereabletomaintainhighlevelsofconnectedness,butexperiencedasignificantdropinfulfillmentandenergylevels.

FulfillmentofWorkEnergyLevelConnectedness

USA

UK

Sweden

Norway

NewZealand

Germany

France

Denmark

Canada

Australia

0102030405060708090100

PercentileMovement

AddressingEmployeeBurnoutRiskin2022|17

Identifyingburnout

riskprofiles.

Asmentionedearlierinthereport,

burnoutriskiscalculatedusing

acombinationofthreefactors.

Thespecificcombinationof

thesefactorsreflectstheunique

experienceofdifferentemployee

groups,andhighscoresinone

component(forexample,fulfillment

orconnectedness)canalsoactasa

protectivebufferfromthenegative

impactoflowscoresinanotherarea.

AddressingEmployeeBurnoutRiskin2022|18

BurnoutRiskFactor

High

Low

Energy

Highlyenergizedemployeesaremorelikelytofeelanoverallsenseof

motivationanda“cando”attitudetowardtheirwork.Theyhaveagreaterdegreeofcontrolandflexibilityintermsofhowtheyaccomplishtasks.Inadditiontoprovidingsupportformentalandphysicalhealth,organizationstypicallyhelpemployeesmanagetheirworkload.Employeesareableto

maintainahealthywork-lifebalance,allowingthemtimetorestproperlyandconsequentlymaintainhigherenergylevels.Thesecircumstancesaremorelikelytoresultinlowerlevelsofstress,andinemployeeswhofeel

comfortablewithoverallworkdemands.

Employeeswithlowlevelsofenergyaremuchmorelikelytofeelunmotivatedanddisempoweredduetoalackofcontrolover

theirworkandadifficultyestablishingboundariesbetweentheirpersonalandprofessionallives.Taskscanfeeloverwhelming

andworkisoftencharacterizedbyfeelingsofstressandbeing

unsupported,particularlyaroundmentalandphysicalwell-being.Workloadsareoftenunmanageableduetoalackofflexibility.

Connectedness

Employeeswithastrongsenseofconnectionaresignificantlymorelikelytobeengagedatworkandfeelthattheirworkandopinionsarevalued

withintheorganization.Theywillfeelagreatersenseofbelongingandaremorelikelytohavestrongandsupportiverelationshipswiththeirmanagerandcolleagues.Theyarealsomorelikelytobesatisfiedwiththeirworkandrecommendtheorganizationasaplacetowork,andbelesslikelytoleave.

Conversely,employeeswithlowlevelsofconnectednessoftenlackastrongsenseofbelongingandaremorelikelytofeelisolated

andunsupported.Theyfeellessvaluedthantheircolleaguesandthattheiropinionsaretakenlessseriously.Overall,theyfeellesssatisfiedwiththeirwork,aremorelikelytoleave,andarelesslikelytorecommendtheorganizationasaplacetowork.

Fulfillment

Employeeswithahighsenseoffulfillmentaremorelikelytofeelthatthe

worktheydoisworthwhileandbenefitsothers,includingcustomersand

societyasawhole.Theyfeelagreatersenseofaccomplishmentfromtheirwork,andhavetheopportunitytodochallengingthings.Theyarealsoabletousetheirstrengthsonaregularbasisintheirrole.Workfeelsmeaningful,andthey’reinspiredbythemissionandpurposeoftheorganization.

Employeeswhoarelowonfulfillmentarelesslikelytofeelthat

theirworkismeaningful.Workcanfeelboringandunchallenging.They’relesslikelytoknoworcareaboutthemissionandpurposeoftheorganization,andwillfeellessaccomplishmentonaday-to-daybasis.Beingunabletousetheirstrengthsonaregularbasiscan

alsoleadtofeelingsofstagnation.

AddressingEmployeeBurnoutRiskin2022|19

Persona:HealthcareWorker

Healthcareworkersoftenexhibithighlevelsoffulfillmentasaresultofbeing

Inadditiontothenarrativesoutlined

Energy:Low

abletoseetheimpactoftheirwork—whichcanactasabufferagainstother

previously,we’vecreatedanumberof

Connectedness:Low

burnoutriskfactors.Thosewithlowenergylevelsaremostlikelystruggling

personastohelpclarifytheemployee

Fulfillment:High

withintenseworkloads,overtimedemands,andvaryingshiftpatterns.Low

experiencebasedondifferent

levelsofconnectednessspeaktoalackofbelonging,whichcouldbecausedby

combinationsofburnoutriskfactors.

companycultureoralackofsupportiverelationshipsatwork.

Persona:Stockbroker

Stockbrokersoftenhavetoworklonghours,whichcanimpactwork-lifebalance

Energy:Low

andcauseabuildupofstress,especiallyiforganizationalsupportforhealthand

Connectedness:High

well-beingislacking.Highlevelsofconnectednessaremostlikelyderivedfrom

Fulfillment:Low

supportiveworkingrelationshipsandtheopportunitytocontributeideasandopinionsaspartofateam.Lowfulfillmentcanhappenduetoalackofclear

missionandpurposewithintheorganization,orwhenpeopledon’tunderstandhowtheirworkcontributestotheoverallgoalsofthecompany.

Persona:Firefighter

Thenatureofafirefighter’sworkoftenrequiresbeingreadytorespondto

Energy:Low

emergencycallsonshortnotice,whichcaninterferewithwork-lifebalanceand

Connectedness:High

limittheoverallflexibilityofthejob.Despitethat,thesenseofcamaraderie

Fulfillment:High

thatcomesfrombeingpartofateam,coupledwiththeimpactofsavinglives,contributestohighlevelsofconnectednessandfulfillment.

Persona:RemoteITWorker

Techemployeesworkingremotelyhaveamuchgreaterdegreeofflexibility

Energy:High

whenitcomestohowtheygettheirworkdone,whichinturnleadstohigher

Connectedness:Low

energylevels.Thisoftencomesatthecostofconnection,duetothechallenge

Fulfillment:High

ofbuildingrelationshipsremotelyandfeelingpartofthewiderorganization.

Highlevelsoffulfillmentmostlikelystemfromtheopportunitytodochallengingworkandclearcompanycommunicationsaboutstrategy.

AddressingEmployeeBurnoutRiskin2022|20

Howorganizationscanaddressburnoutrisk.

FourinfiveHRleadersconsiderhealthandwell-beingatoppriorityfortheirorganization,accordingtothe

McKinsey

HealthandWell-BeingSurvey,

whichhasledthemajorityoforganizationsto