When it comes to workplace burnout, women are in a Catch-22. They have to suffer more and do more to prevent it. According to McKinsey's Women in the Workplace Report, 42% of women and 35% respectively in Corporate America feel burned out in the past few months.
Burnout is a real problem and it's only getting worse. Both men and women are discouraged by the numbers: 42% of women in Corporate America and 35% for men have felt burnt out over the past few months, up from 32% last year and 28% last year. One in three women polled said they had considered quitting the workforce or downshifting. It was 1 in 4 last year. These numbers are based on McKinsey's Women in the Workplace Report, which surveyed 65,000 Americans.
Our research shows that, despite their increasing levels of burnout and their willingness to do something about it, women are more likely to take action than men. This includes managing their team's workload, supporting diversity equity, inclusion efforts, and just checking in on their employees. It makes a big difference. We found that managers who actively manage the workload of their teams were 32% less likely for their employees to burn out and 33% less likely they would leave.
However, most companies don't recognize or encourage this work, which could lead to them losing the leaders they need. Only 25% of the companies that were surveyed felt that it was extremely or very important that their managers support employee well-being.
Companies must invest in their line managers, who are the closest to the staff and provide them with the necessary support. People managers, particularly women, are more susceptible to burnout than those who manage people. Companies must take steps to reduce pressure and retain employees who have taken the initiative to lead in critical times.
These are three steps companies can take in support of managers' efforts to reduce burnout.
Establish company-wide norms
Many employees appreciate the flexibility offered by remote work. However, many feel that they must be available 24/7. This group, which makes up more than a third in our survey is much more likely to report feeling burned out.
Companies should set clear expectations about response times and establish working norms to relieve managers of the pressure. It isn't happening right now: 1 in 5 employees said that their company doesn't need to respond to urgent requests outside of normal work hours.
Also, companies should make clear that their evaluations are not based on if they respond to an email late at night. Managers should also model these behaviors. They should show that it is acceptable to be off by setting healthy boundaries and unplugging.
Leaders can be equipped with the right training and resources.
Employee happiness is 25% higher when managers are supportive of employee well-being. Managers must be educated on workplace challenges and provide them with the tools to help. Managers can use tools such as surveys to quickly pulse-check their teams.
This awareness must be translated into action by companies, which should offer and promote trainings and resources to managers on topics like how to spot burnout and how to be an ally and inclusive leader. Research shows that employees who have strong allies are more happy and less burnt out. However, only 14% of employees were offered allyship training in the last year. Managers must be there to support employees and model these positive behaviors. However, companies need to make clear investments to ensure a better workplace.
Recognize the efforts of managers to support employees
Senior leaders must push managers to be more effective in reducing stress and exhaustion, and to reward them for doing so. Currently, neither of these are happening enough. While two-thirds (or more) of companies have given their managers instructions to monitor employees' workloads and well-being, formal performance evaluations and reviews do not usually include these conversations. Research shows that women managers are more likely to take this initiative, even though it isn't usually part of their job description.
Companies should evaluate how their managers support their direct reports in performance reviews to address burnout. This critical work can be lost if there is not accountability and recognition.
Managers already have a lot of work to reduce burnout, so it is important to include company-wide initiatives. The wrong trend is burnout, but these actions can help turn it around.
The ultimate burnout trap for women is that they suffer more from it and do more to fight it. While managers are the best people to identify and treat burnout, senior leaders can also play a part by setting norms, giving support to managers, and acknowledging their efforts. This will help companies achieve the impossible win-win situation of creating a better workplace and helping women.
