Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

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

381 views

Published on

An organization’s success depends on retaining an engaged, skilled, and productive workforce. But with so many variables that can influence engagement efforts and retention rates, how do you know where to focus your energy?

Join our upcoming webinar, Employee Burnout is a Complex Problem — But It Doesn’t Have to Be, to find out how creating a culture of awareness around burnout, engagement, and fatigue can help you develop, manage, and retain a high-performing workforce. During the webinar, experts from Aptitude Research Partners and Kronos® will share:

NEW research on best practices for managing employee burnout
The steps leadership should be taking to improve retention rates
The engagement initiatives and technologies your employees REALLY want
Accelerate engagement and prevent burnout. Join us for the webinar that will give you actionable strategies to improve employee engagement — and retain your top performers to deliver bottom-line results.

Published in: Recruiting & HR
  • Be the first to comment

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

  1. 1. Agenda   •  The  Context  for   Burnout   •  Three  Strategies   •  Key  Takeaways    
  2. 2. LESS  IS  THE  NEW  NORMAL   June, 2001April, 2011 ©  2016,  Ap5tude  Research  Partners  
  3. 3. DEFINITIONS   F A T I G U E   Shorter-­‐term  condiAon   that  can  typically  be   cured  with  Ame  off,   relief  from  some   duAes,  or  a  change   of  rouAne   B U R N O U T     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   ©  2016,  Ap5tude  Research  Partners  
  4. 4. 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 ©  2016,  Ap5tude  Research  Partners  
  5. 5. MOST  SIGNIFICANT  DRIVERS  OF  BURNOUT   ENTERPRISE  ORGANIZATIONS  (1000+)   Source: Aptitude Research Partners. Employee Burnout Study, 2016. N=103 Percentage of respondents rating as significant ©  2016,  Ap5tude  Research  Partners  
  6. 6. THREE  KEY  STRATEGIES   Balancing  Consistency  with  Flexibility   Managers  as  Models   UAlizing  Technology  –  Wisely      
  7. 7. MOST  LIKELY  TO  REDUCE  BURNOUT   ©  2016,  Ap5tude  Research  Partners   Source: Aptitude Research Partners. Employee Burnout Study, 2016. N=103
  8. 8. TOP  DRIVER  OF  WORKFORCE  MANAGEMENT   TECHNOLOGY  ADOPTION   Source: Aptitude Research Partners. Workforce Management Study, 2016. N=388 ©  2016,  Ap5tude  Research  Partners   Improving Workforce Productivity through Better Scheduling
  9. 9. Source: Aptitude Research Partners. Workforce Management Study, 2016. N=388 ©  2016,  Ap5tude  Research  Partners   FLEXIBILITY  DRIVING  ENGAGEMENT  
  10. 10. ENGAGEMENT  HAS  REAL  BUSINESS  IMPACT   Source: Aptitude Research Partners. Employee Burnout Study, 2016. N=103 ©  2016,  Ap5tude  Research  Partners  
  11. 11. Source: Aptitude Research Partners. Workforce Management Study, 2016. N=388 ©  2016,  Ap5tude  Research  Partners   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
  12. 12. WHO’S  AVERAGE?  
  13. 13. 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 rates 81% more likely to have better customer retention than industry competition Source: Aptitude Research Partners. Employee Burnout Study, 2016. N=103 ©  2016,  Ap5tude  Research  Partners  
  14. 14. 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 ©  2016,  Ap5tude  Research  Partners  
  15. 15. 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 ©  2016,  Ap5tude  Research  Partners  
  16. 16. Culture is really a set of behaviors that are rewarded or discouraged by the people and processes within an organization
  17. 17. 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 Source: Aptitude Research Partners. Employee Burnout Study, 2016. N=103 ©  2016,  Ap5tude  Research  Partners  
  18. 18. BURNOUT  IS  CONTAGIOUS   66% Organizations with above average levels of burnout were More likely to lose top performers than their competitors Source: Aptitude Research Partners. Employee Burnout Study, 2016. N=103 ©  2016,  Ap5tude  Research  Partners  
  19. 19. FOCUSED  ATTENTION  CAN  REDUCE  TURNOVER   Source: Aptitude Research Partners. Employee Burnout Study, 2016. N=103 ©  2016,  Ap5tude  Research  Partners  
  20. 20. Beware of Best Practice
  21. 21. SCHEDULING  SOLUTIONS  DRIVE  CONSISTENCY   Source: Aptitude Research Partners. Employee Burnout Study, 2016. N=103 ©  2016,  Ap5tude  Research  Partners  
  22. 22. Organizations with manual scheduling were 12% more likely to indicate that they experienced productivity or quality issues due to employee fatigue and burnout Source: Aptitude Research Partners. Employee Burnout Study, 2016. N=103 ©  2016,  Ap5tude  Research  Partners  
  23. 23. 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  
  24. 24. AND  CONSISTENCY  DRIVES  PERFORMANCE   Source: Aptitude Research Partners. Employee Burnout Study, 2016. N=103 Percentage of respondents citing above industry average performance ©  2016,  Ap5tude  Research  Partners  
  25. 25. AND  CONSISTENCY  DRIVES  PERFORMANCE   Source: Aptitude Research Partners. Employee Burnout Study, 2016. N=103 Percentage of respondents citing above industry average performance ©  2016,  Ap5tude  Research  Partners  
  26. 26. AND  CONSISTENCY  DRIVES  PERFORMANCE   Source: Aptitude Research Partners. Employee Burnout Study, 2016. N=103 Percentage of respondents citing above industry average performance ©  2016,  Ap5tude  Research  Partners   Schedule  Consistency:  2x  more  likely     Avoiding  Changes:  43%  more  likely   Consistent  Availability:  174%  more  likely     to  have  a  highly  engaged  workforce  
  27. 27. AND  CONSISTENCY  DRIVES  PERFORMANCE   Source: Aptitude Research Partners. Employee Burnout Study, 2016. N=103 Percentage of respondents citing above industry average performance ©  2016,  Ap5tude  Research  Partners  
  28. 28. AND  CONSISTENCY  DRIVES  PERFORMANCE   Source: Aptitude Research Partners. Employee Burnout Study, 2016. N=103 Percentage of respondents citing above industry average performance ©  2016,  Ap5tude  Research  Partners  
  29. 29. AND  CONSISTENCY  DRIVES  PERFORMANCE   Source: Aptitude Research Partners. Employee Burnout Study, 2016. N=103 Percentage of respondents citing above industry average performance ©  2016,  Ap5tude  Research  Partners  
  30. 30. AND  CONSISTENCY  DRIVES  PERFORMANCE   Source: Aptitude Research Partners. Employee Burnout Study, 2016. N=103 Percentage of respondents citing above industry average performance ©  2016,  Ap5tude  Research  Partners  
  31. 31. WHERE  WORKFORCE  DATA  IS  USED   ©  2016,  Ap5tude  Research  Partners   Source: Aptitude Research Partners. Workforce Management Study, 2016. N=388
  32. 32. KEY  TAKEAWAYS   •  Burnout  has  impact  beyond  the   individual.     •  Managers  Macer.     •  Use  technology  to  balance  consistency   and  flexibility.    
  33. 33. 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  

×