Staff burnout support restricted by HR’s workload

Over the course of the pandemic, levels of employee burnout increased, as many citied that they worked longer hours due to being at home.

But the heavy workloads for HR managers are now preventing them from offering better burnout support to their staff.

In fact, 32% of HR managers agreed this was the case, while 31% said that they struggle to recognise signs of burnout in employees.

According to the research by Wellbeing Partners, which surveyed 200 UK HR managers, 94% shared that they feel burnt out, which they believe is preventing them from providing effective employee support.

Of those surveyed, six in 10 stated that they had seen an increase in employee burnout in the last six months, with 26% admitting to having limited understanding of how to deal with it.

Similarly, around 23% said that they don’t understand the exact protocols to take when employees show deteriorating signs of mental health.

The report found that 15% of HR managers do not know when it’s appropriate to refer staff on to mental health professionals either.

HR’s burnout brink

Of the HR managers who also feel burnt out, 47% claimed that they struggle to find motivation and stay focussed, while four in 10 feel tired or drained most of the time.

In addition, 30% said that they don’t sleep well most nights and 27% shared that nothing they do is effective or makes a difference.

It seems many have also put in place unhelpful coping strategies, as over a quarter noted that they “just want to go on their phone or watch television”.

Lou Campbell, programmes director at Wellbeing Partners, explained: “Many HR teams are expected to handle employee burnout and mental health issues, essentially becoming counsellors to support employees with any number of problems. This is a dangerous precedent.

“HR is unlikely to be professionally trained to navigate employee mental health issues, plus too many HR professionals are simply overwhelmed with so many priorities. It’s creating a vicious organisational circle.”

However, Campbell enthused that HR professionals can take manageable action, by putting in place boundaries and having supportive conversations with staff members.

“This helps conversations follow an appropriate path, utilising techniques and phrases which prevent support turning into therapy sessions, and bring conversations to a safe close. While showing care for employees, a framework can help HR professionals avoid entanglement in mental health or personal issues, and provides psychological safety for all parties,” she added.

“Ultimately, HR must remember that they are not counsellors and should also learn the skills to signpost employees to professional support. Taking on a counsellor role is not appropriate; ensuring employees get the support they need is. In doing this, HR can gain valuable time for their own wellbeing.”

Read the latest issue of Reward Strategy magazine here, which explores how employee wellbeing has evolved in the workplace.