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We can’t ignore the fact that organizations have been dealing with employee stress and burnout for years. COVID-19 is adding a new dimension to an existing challenge. Here are a few articles about workplace stress and burnout from该研究所劳动力blog. I like that they not only talk about the causes but offer some solutions for organizations to consider.
In a joint study with Future Workplace, 95% of HR leaders said that employee burnout is sabotaging their workforce. The study also indicated that nearly half of those surveyed attribute up to 50% of their employee turnover to employee burnout.
In the last 15 years, knowledge working has changed enormously. Thanks to cheaper technology along with the ubiquity of wireless networks and social media, we are ‘always on’, that is, we exist in a state of being constantly connected, available and digitally present. In some ways this is wonderful. From the point of view of the employee, we can flex our time by starting work early or finishing late. But in other ways, ‘always-on’ can be a con: we work longer hours, feel the need to reply to messages and voicemails as soon as possible, and we suffer from FOMO: the fear of missing out.
According to the recent Kronos“Meet Gen Z survey”, 34% of Gen Zers communicated anxiety as an emotional barrier that they must overcome to achieve workplace success, along with lack of motivation/drive (20%), and low self-esteem (17%). Dennis Miller, vice president of human resources at The Claremont Colleges suggests that in light of COVID-19, this group may not fully understand that we will get through this crisis, even though no one can say for sure when, or how.
As leaders and managers, it is essential to pay special attention to the emotional and mental health impact this pandemic has had on our employees, at all levels of the organization, and remember that no one is immune to the impact of this crisis. Today, the leadership mission is focusing on the emotional and mental welfare of your people more than anything else.
Trends such as digitalization, automatization, and the proliferation of technology require increasingly qualified workers. Companies need to understand that their human capital is their most important investment: from employee attraction, to recruiting, retention and development.
Self-care is any activity we deliberately do in order to take care of our mental, emotional, and physical health. In theory, when we say that we ‘take care of ourselves’, we’re practicing self-care. The challenge with self-care is identifying the best ways to care for ourselves.
我没有说我们仍处于流感大流行的中间向任何人解释。员工遇到倦怠和压力。经理遭受压力。HR领导人强调过。组织需要鼓励和支持的是要制定方案help employees manage the stressors。他们需要鼓励对话和反馈，这样的小烦恼不会成为巨大的障碍。他们需要确保使该技术被用于正当的理由，不成为年轻员工希望避免的。
It’s a tall list for sure. But even when COVID-19 is past us, these issues will remain. Don’t push them off. They’re a part of what it takes to be successful.
图像捕获由威廉希尔篮球 at KronosWorks.7