As the business world continues to navigate the challenges posed by the COVID-19 crisis, workers (both onsite and remote) in different industries are experiencing immense pressure. Now, more than ever, leaders need to be acutely aware of workforce frustrations and learn how to avoid employee burnout.
In 2019 the World Health Organization defined burnout as “a syndrome conceptualized as resulting from chronic workplace stress that has not been successfully managed.”1 In the past, the term burnout was applied most frequently to healthcare workers who worked too many hours in incredibly stressful conditions. Today, however, burnout can happen to any employee in any type of job and in any industry. And it is incredibly widespread: in one recent survey, 82 percent of respondents reported experiencing it.
Thanks to HR talking about the skills gap for over a decade, companies are now working harder to address it. Yet despite these efforts, skills gaps continue to have a significant impact on the business world. A recent global survey conducted by Cornerstone People Research Lab (CPRL) found that investments in L&D, though helpful, are insufficient.1 Although employers and employees worldwide recognize the importance of skills development, a confidence gap exists: employers feel optimistic about their ability to keep up with the rapidly changing skills economy, but employees are uncertain. Mike Bollinger, the vice president of strategic initiatives at Cornerstone and current manager of CPRL, discusses how companies can overcome this confidence gap and build more dynamic, more resilient workforces.
After a company puts in the hard work onboarding its new employees, it would be a shame to see them walk right back out the door in less than a year. Unfortunately, that’s exactly what can happen if managers and team leaders don’t make an effort to keep employees happy beyond the onboarding lifecycle. The following three retention strategies can help companies boost employee engagement and keep team members satisfied throughout their (ideally, lengthy) tenures.