Other positives include greater levels of innovation, engagement and commitment
More than nine in 10 (92.3 per cent) employees globally are experiencing some level of burnout.
Why? For nearly nine in 10, it’s in relation to the workplace (88.4 per cent), the workplace with the impact of COVID-19 (88.4 per cent) and personal matters (87.4 per cent), finds a survey by Catalyst, an organization focused on women in leadership.
But offering employees remote work options may help address this issue.
Employees who have access to work-from-home options are 26 per cent less likely to experience workplace burnout, 23 per cent less likely to experience COVID-19-related workplace burnout and 19 per cent less likely to experience burnout from personal matters.
Add on a manager who shows empathy and workers are 43 per cent less likely to experience workplace burnout, 30 per cent less likely to experience COVID-19-related workplace burnout and 36 per cent less likely to experience burnout from personal matters.
"Burnout leads to turnover, but that can be mitigated by intentional remote work policies and inclusive, empathic leadership," says Lorraine Hariton, Catalyst president and CEO. "Effectively implemented, remote and flexible work options for employees ultimately help organizations have access to more talent and less turnover as well as increased innovation and productivity."
Nearly half (49 per cent) of Canadian employees say their workload is heavier today than before the pandemic, according to a separate report released in April.
Innovation, engagement, commitment
Offering remote work options also bring a lot of other positives for the employer, according to Catalyst’s report based on a survey of 7,487 employees across the globe conducted September to November 2020, and a review of related literature.
Overall, employees with access to the work-from-home options are 63 per cent more likely to say they are “often or always” innovative and 75 per cent more likely to say they are often or always engaged. They are also 68 per cent more likely to report high organizational commitment and 93 per cent more likely to report often or always being included.
The same workers are also 30 per cent less likely to look for another job within the next year. Also, women with childcare responsibilities who have remote-work access are 32 per cent less likely to report intending to leave their job.
Twenty per cent of employees forfeited paid time off in 2020, and 43 per cent say they are more burned out on the job today compared to a year ago, according to Robert Half.
Sustainable remote culture
“To avoid the pitfalls of remote work while reaping its benefits, organizations and leaders must create a culture of remote work that is sustainable, equitable, and humane. Guardrails that restrain unsustainable workloads and ‘always-on’ expectations and tendencies, training to develop empathy and inclusion, and flexible work policies are key,” according to Catalyst.
The company also shared the following steps that employers can take to make this possible:
- Create remote-work policies that detail expectations for employees, managers, and teams.
- Upskill managers on managing remote teams inclusively.
- Invest in programs and stipends for employees who need additional childcare options.
- Normalize empathic listening through regular check-ins and other opportunities to share life and work experiences.
A strong corporate culture is needed for remote work success, according to several experts speaking with Canadian HR Reporter.