Addressing employee burnout is a cultural shift that goes beyond perks

AS WE approach the end of 2023, most companies are planning to implement return-to-office policies. While some are celebrating the return to normalcy, many employees are dragging their feet back to the office having enjoyed the taste of greater autonomy and work-life balance.

In response to this resistance, companies are offering an array of enticing benefits, from catered meals to childcare support and salary increments. However, there may be a deeper issue at  play, one that goes beyond piecemeal gestures and perks – employee burnout. To some, “burnout” feels like a dirty word. Leaders would rather opt for a less damning term such as “stressed out” or “tired”. But like any affliction, we must name it in order to treat it. 

Long working hours and high risk of burnout

Burnout is a pervasive issue in today’s workplace. At one point or other, most of us have felt exhaustion, cynicism and overwork. In a post-pandemic world, it seems these are increasingly becoming less exceptional and more a fact of working life.

A recent study by Milieu Insight found that a quarter of millennials are disinterested in leadership roles with more than half citing fear of more work and stress as the main contributing factor. This also applies to everyday workers too – another study by Mercer last year revealed that 85 per cent of employees felt at risk of burnout.

While burnout is a global problem, Singapore is host to a unique workplace culture where adults spend 45 hours a week working (the highest in Asia-Pacific) and are reported to be the most sleep-deprived in the world. If unaddressed, we will continue to grapple with deteriorating performance, stifled creativity, workplace accidents, absenteeism, and even physical health problems.

Want to solve this? Go upstream, not down

Addressing burnout requires more than a siloed wellness programme, meditation app or yoga class. While these initiatives are appreciated, they don’t change the everyday employee experience. 

What’s needed is a cultural shift, focusing on upstream interventions to set a business strategy for organisational well-being rather than relying solely on downstream tactics. As leaders of large organisations, we are also finding our footing when it comes to transforming culture. While our policies and practices are still a work in progress, we have taken away a few insights.

What AIC is doing: check-ins, small group chats

The Agency for Integrated Care (AIC) strives to build opportunities for meaningful employee engagement through monthly Kopi Chats hosted by myself (Kwang Cheak) and senior leaders to keep all employees updated on changes and focus areas.

Meetings such as these help to build rapport and trust across hierarchies, and facilitate realistic check-ins about workload. I also offer small group conversations fortnightly, where staff can give me feedback. These skip-level meetings often allow for frank conversations about team dynamics and collaboration across silos that may also be impacting workload.

While availing themselves to feedback and two-way communication channels, leaders also have a role to play in modelling a sustainable relationship with work. They can do this by maintaining boundaries and taking care of their own “me time”, while enabling their teams to do the same.

Employees benefit greatly from witnessing compassion and vulnerability in their leaders, which altogether create environments for honest sharing and accountability. Studies have found that employees of empathetic leaders are inclined to stay two-and-a-half years longer at their organisation.

Unconscious-bias training and a “speak up” culture at Otis

Workplace behaviour is a strong driver for burnout, and fostering a culture where everyone feels welcome and heard plays a critical role in employee well-being. The simple fact of feeling included impacts motivation, and motivated employees are less susceptible to feeling burnt out.

For example, at Otis, unconscious-bias training is held for all managers and policies on anti-harassment, anti-bullying and anti-discrimination are strictly enforced. Additionally, the company actively promotes a “speak up” culture that empowers employees to voice issues without fear of retaliation. These actions and focus help drive inclusivity in the work environment.

Definitions of “normal” workloads may vary from organisation to organisation. However, as leaders, we can do our best to enable transparent and honest approaches to managing staff workload.

I (Stephane) have found that employees need to feel empowered as active crafters of their work, with a focus on outcomes instead of overmanaged processes. Involving teams in redesigning work fosters a deeper sense of ownership and helps streamline overcomplicated workflows.

Other steps we’re taking

According to research by the Harvard Business Review, micromanagement increases the risk of burnout, not only in employees but also for the boss doing the micromanaging. Both parties are more likely to work excessive hours, are unable to switch off at home, and suffer from stress and anxiety.

To counter this, AIC endeavours to create self-motivated teams through management training for reporting officers to manage performance and measure outcomes objectively.

At Otis Singapore, I (Stephane) decided to redesign the office, transforming traditional cubicles into collaboration spaces with integrated technology, and a flexible work policy to foster better work-life balance. A wellness room was also added to allow employees to rest, read or meditate, to help them regain energy whenever needed throughout the day. AIC also has quiet rooms and a wellness studio for employees. Beyond in-office respite, these rooms signal to employees that it’s okay to take a break and focus on themselves.

Investing in employee mental wellness has far-reaching benefits. Companies that prioritise mental health initiatives are more likely to attract and retain top talent. In particular, Gen Z and millennials cite burnout as the top contributor of mental health issues and consider mental health resources a top priority when choosing an employer.

Burnout is not the bogeyman, but a reality to make a priority

When asking employees to return to the office, it is prudent to remember that burnout is not the bogeyman, but rather a reality that we must integrate into our strategic priorities and organisational goals. 

It might be intimidating to challenge a phenomenon that appears culturally encoded. However, the onus falls on us as leaders to start the ball rolling. We believe it begins with something as simple as leadership teams recognising their own stress and burnout. Later interventions can also include setting up peer-support groups across all teams and, further down the line, instituting policies that promote work-life harmony such as flexible work arrangements and regular leadership check-ins about workload. 

With a true assessment of employee burnout in an organisation, leaders can then start to address more fundamental issues such as job redesign, team structures and employee reskilling, with a focus on outcomes as opposed to effort.  

It starts at the top. Teams need to be empowered by empathetic leaders who set an example and provide the skills to be inclusive, self-driven and nimble. When we have the courage to address burnout head-on, we not only retain top talent but also ensure the long-term success and sustainability of our organisations. 

The writers are founding board members of WorkWell Leaders, a non-profit collective of action-oriented leaders dedicated to championing mentally healthy workplaces. Stephane de Montlivault is executive officer of Otis Worldwide and president of Otis Asia-Pacific, and Tan Kwang Cheak is CEO of the Agency for Integrated Care.