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Commenting on: building proactive workplace wellbeing and clear workload boundaries
Angles: mental-health policy • manager training • outcome-not-hours culture
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Q. Burnout rates are high – 28 % burnt out, 54 % stressed, 36 % anxious, 16 % depressed. How does burnout trigger these mental-health issues?
“Burnout is more than just "working too many hours". It’s a much deeper issue that can come from a range of life pressures, not just work. It can stem from personal factors like financial worries, relationship issues, sleep problems, job insecurity etc. It’s really important to check in with employees if you suspect burnout, regardless of whether it's work-caused or something outside of the office. Employers have a duty of care which means “they must do all they reasonably can to support workers' health, safety and wellbeing.” - Acas (UK, not the USA. USA info from OSHA - https://www.osha.gov/workplace-stress)
Burnout happens when high demands, whether from work or personal life, outpace the resources available to cope. If left unchecked, it can lead to more serious mental health issues like anxiety and depression. That’s why early intervention is crucial.
Q. What frontline actions keep burnout at bay?
• Have a clear mental health strategy and policy in place, and make sure it’s actively implemented and regularly reviewed. Senior leaders need to set the tone by championing mental health, and showing how they manage their own wellbeing.
- Make sure workloads are reasonable and achievable, and assess them regularly to avoid stress and burnout. No business can afford to ignore this. It’s a false economy to push people too hard if it means they leave or go off sick.
- We need to make it ok for employees to take time off when they’re sick, or use their annual leave without guilt. Fostering a culture that supports a good balance and encourages regular breaks helps employees manage their wellbeing in a healthier way.
- When creating wellbeing policies, ensure you’re consulting everyone, including young workers and those from minority or marginalised groups. It’s important to listen to employees’ feedback and collaborate to make sure policies meet everyone’s needs.
- Train managers to recognise burnout early, and make sure they know how to support staff when they’re struggling. Managers should be well-versed in policies, capable of setting boundaries, and fostering a culture of openness. Training sessions, like those from Mental Health UK, are a great way to make sure everyone knows how to spot signs and take action.
- Make wellbeing a regular part of 1 on 1s and team meetings to keep it front and centre.
- Recognition shouldn’t just be about hours worked. Reward good performance and results, and recognise employees who prioritise their wellbeing. Also, make sure policies evolve based on feedback to stay relevant and effective.
Q. 24% of respondents have access to therapy budgets, 17% have paid mental-health days, 16% have subscriptions: why do we still need root-cause fixes?
“These are good measures! If businesses are able to implement an EAP (employee assistance program), that’s great. Even with the best systems, clear and aligned goals, and well-respected boundaries in place, having a tool to support employee well-being is still a smart and valuable addition.
But, in addition to offering these resources, it’s a good idea to provide preventative measure and look at how work itself is set up and managed, as it’s likely contributing to some of the stress or overworking. Are employees feeling overworked? Is there transparency around workloads? And, are they speaking up when they feel their workload is unmanageable?”
Q. How can managers create a safe space for workload conversations?
“Let’s encourage managers to create a culture of transparency, where employees feel comfortable sharing concerns about their workload without fear of judgment. Regular check-ins and feedback loops are going to help with this. Have conversations to check-in. They’ll help catch signs of burnout early, so we can provide the support people need before things escalate into a danger zone.”
Q. One in four staff feel guilty leaving on time and 26 % can’t say no. What’s driving that?
“I’d probably tie this back to lack of unclear goals and alignment. Or, a culture and belief that overwork is a sign of commitment. When employees who work longer hours get rewarded with promotions, pay raises, or other perks, it sends a message that saying "yes" and pushing beyond normal working hours is the way to get ahead. This creates a cycle where employees feel like the only way to succeed is to accept more work, even if it’s at the cost of their well-being.”
Q. What’s the damage—and the fix?