Employee Burnout is a Complex Problem — But It Doesn’t Have to Be

Agenda •  The Context for Burnout

•  Three Strategies •  Key Takeaways

LESS IS THE NEW NORMAL

June, 2001 April, 2011

DEFINITIONS

F A T I GU E

Shorter-‐term condiAon that can typically be cured with Ame off, relief from some duAes, or a change of rouAne

BURNOUT

A more serious, longer-‐term issue that may cause sufferers to feel they are at their wits’ end, unsure where to go for help, and disengaged from their tasks and the organizaAon

IS BURNOUT A CONCERN FOR YOUR ORGANIZATION?

Source: Aptitude Research Partners. Employee Burnout Study, 2016. N=103

67% of organizations have experienced productivity or quality issues due to employee fatigue and burnout

MOST SIGNIFICANT DRIVERS OF BURNOUT ENTERPRISE ORGANIZATIONS (1000+)

Source: Aptitude Research Partners. Employee Burnout Study, 2016. N=103 Percentage of respondents rating as significant

THREE KEY STRATEGIES

Balancing Consistency with Flexibility Managers as Models UAlizing Technology – Wisely

MOST LIKELY TO REDUCE BURNOUT

TOP DRIVER OF WORKFORCE MANAGEMENT TECHNOLOGY ADOPTION

Source: Aptitude Research Partners. Workforce Management Study, 2016. N=388

Improving Workforce Productivity through Better Scheduling

FLEXIBILITY DRIVING ENGAGEMENT

ENGAGEMENT HAS REAL BUSINESS IMPACT

55% more likely to indicate they had higher than

industry average levels of engagement

ORGANIZATIONS OFFERING SHIFT SWAPPING

53% more likely to indicate they had below-average

turnover for their industry

WHO’S AVERAGE?

THOSE WITH AUTOMATED SCHEDULING SOLUTIONS

1.6 times more likely to cite

engagement levels above industry average

1.8 times more likely to have below industry average turnover

81% more likely to have better customer retention than

industry competition

PERCENTAGE OF ENTERPRISE WORKFORCE CURRENTLY IMPACTED BY BURNOUT

Source: Aptitude Research Partners. Employee Burnout Study, 2016. N=103 Enterprise defined as 1000 employees and above

EXPERIENCE IS EVERYTHING

60% of companies have executive level oversight of client experience

Yet only 37% have an executive level role focused on workplace culture

and employee engagement

Source: Aptitude Research Partners. Hire, Engage, Retain Study, 2016. N=367

Culture is really a set of behaviors that are rewarded or discouraged by the people and processes within an organization

WHERE BURNOUT IS HAVING THE GREATEST IMPACT

Under 250 250-2500 Over 2500

Overall productivity Turnover Overall productivity

Customer service Innovation/competitive advantage Employee engagement

Turnover Customer service Turnover

Ability to recruit top talent Employee engagement Customer service

Employee engagement Employer brand/online reputation

Employer brand/online reputation

BURNOUT IS CONTAGIOUS

66% Organizations with above average levels

of burnout were

More likely to lose top performers than their competitors

FOCUSED ATTENTION CAN REDUCE TURNOVER

Beware of Best Practice

SCHEDULING SOLUTIONS DRIVE CONSISTENCY

Organizations with manual scheduling

were 12% more likely to indicate that they

experienced productivity or quality issues due to employee fatigue and burnout

3 KINDS OF CONSISTENCY

•  Predictable schedules – following a consistent paPern

•  Schedule changes – adding or dropping shiQs aQer a schedule is posted

•  Schedule availability – upcoming schedules are posted at predictable intervals

AND CONSISTENCY DRIVES PERFORMANCE

Source: Aptitude Research Partners. Employee Burnout Study, 2016. N=103 Percentage of respondents citing above industry average performance

Schedule Consistency: 2x more likely Avoiding Changes: 43% more likely

Consistent Availability: 174% more likely

to have a highly engaged workforce

WHERE WORKFORCE DATA IS USED

KEY TAKEAWAYS

•  Burnout has impact beyond the individual.

•  Managers Macer. •  Use technology to balance consistency and flexibility.

THANK YOU – QUESTIONS?

M O L L I E L O M B A R D I

M O L L I E @ A P T I T U D E R P . C O M

@M O L L I E L O M B A R D I

Employee Burnout is a Complex Problem — But It Doesn’t Have to Be

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