The crisis of “job burnout” threatens the workplace after the outbreak of the epidemic
Remote access to work increases employee welfare and productivity.
A ‘work crisis’, Catalyst found in a global survey that 92% of workers say they experience burnout from stress related to their workplace, work experience with Covid-19, or their personal life. One solution to improving employee well-being, and thus their productivity, innovation, retention, and inclusion, according to the researchers, is remote access to work. For women, who have been disproportionately affected by job losses during the pandemic, these results are critically important.
The study, titled “Telework Choices,” to increase productivity and reduce burnout, surveyed nearly 7,500 employees around the world and defined burnout as “the physical and psychological fatigue caused by prolonged stress with negative consequences, including mental distancing from work and a feeling of inactivity. Professionalism” . This is the first installment in Catalyst’s “Future of Work Equity” feature series.
In the analysis, author Tara Van Bommel, Ph.D., identified three types of job burnout: job burnout, Covid-19 job burnout, and personal burnout. Remote access to work reduced the three types of burnout, regardless of group differences such as gender or status with regard to childcare. This data shows that what works for women in the workplace is good for everyone.
The data shows that when companies offer telecommuting options and include workplace flexibility, distributed teams or virtual work / telework / work from home, employees report a 26% reduction in workplace burnout, compared to people without access to Distance working . Workplace burnout is reduced by 43% when employees can access work remotely and their managers show empathy, compared to people who do not have this access or whose managers do not sympathize with it.
The study also found that employees with access to remote work are 30% less likely to search for another job in the next year, compared to people who cannot access remote work. Women with childcare responsibilities were 32% less likely to report intentions to leave their job when they had access to remote work, compared to women with childcare responsibilities without access to remote work.
Not surprisingly, the report identifies current expectations of being “always available” at work unsustainable and recommends the following solutions for organizations to help combat burnout:
Create remote work policies that clarify expectations about employees, managers, and teams.
Improve admin skills to manage remote teams in an all-round way.
Invest in programs and grants for employees who need additional childcare options.
Normalizing empathetic listening through regular checkups and other opportunities to share life and work experiences.
“Burnout does lead to employee turnover, but it can be mitigated with targeted policies for teleworking and inclusive and compassionate leadership,” said Lauren Harreton, President and CEO of Catalyst. “Flexible remote work options for employees, which are effectively implemented, ultimately help organizations reach more talent and reduce employee turnover, as well as a higher level of innovation and productivity.”
Learn more and download the study here.
About the catalyst
Catalyst is a global non-profit organization that partners with some of the world’s most powerful CEOs and leading companies to help create work environments that are suitable for women. Founded in 1962, Catalyst leads change with its innovative research, practical tools and proven solutions to accelerate the rise of women to leadership positions and advance them, because the advancement of women is progress for all.
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