The results of a national study on employee burnout conducted by Kronos® and the HR advisory and research firm Future Workplace show that 95 percent of human resources leaders agree that employee burnout is affecting employee retention.
Organizations “burn and churn” talent, making it tough to build an engaged workforce.
- Almost 10 percent blame employee burnout for causing more than 50 percent of workforce turnover each year.
- Though burnout touches organizations of all sizes, larger organizations seem to suffer more.
Too much work and too little pay are problematic, but many issues fueling burnout are in HR’s control.
- Unfair compensation , unreasonable workload , and too much overtime / after-hours work are the top three contributors to burnout, per the study.
- Still, HR leaders also identified key burnout factors falling under talent management, employee development, and leadership that should be in their control.
- Insufficient technology for employees to do their jobs was identified as one of the primary cause of burnout.
- Insufficient Technology is more prevalent at larger organizations with over 2500 employees.
There are significant barriers preventing HR from improving retention in 2017.
- Despite 87 percent of HR leaders calling improved retention a critical or high priority over the next five years, one-fifth (20 percent) said there are too many competing priorities to focus on fixing the issue.
- Outdated HR technology is another problem: nearly one out of every five HR leaders (19 percent) reported their current tech as being too manual – i.e., lacking automation of repetitive administrative tasks – detracting from their ability to act strategically to fix big problems.
- The C-Suite must step up their commitment, too, according to HR leaders in the study, who say lack of executive support (14 percent) and a lack of organizational vision (13 percent) are additional obstacles to improving retention in 2017.
Despite well documented costs of employee turnover, organizations are more apt to invest in recruiting new employees as opposed to retaining existing talent.
The survey found that 97 percent of HR leaders are planning to increase their investment in recruiting technology by the year 2020, including nearly a quarter (22 percent) who anticipate a 30 to 50 percent increase in such spending.
However, budget was continually cited by HR leaders as a deterrent to programs that would benefit retention of existing talent. This includes 16 percent who say a lack of budget is the primary obstacle to improving employee retention in the next 12 months; 15 percent who say a lack of funding is the biggest challenge to improving employee engagement; and 27 percent who say funding is the biggest hurdle to implementing new HR-related technology, such as tools that would reduce manual or administrative work to act more strategically.
While not all burnout can be eliminated, much of it can be avoided using strategies that balance consistency and personalized schedules against workload; leverage managers as models of how their team can achieve work/life balance; and implement tools and technology that proactively manage burnout or otherwise support these efforts.
Today's HRMS solutions make it easy, and getting these tools into place place can be done with little effort assuming the HR team has a trusted HCM solution and partner in their bench that is committed to their success.