More than half of UK employees are considering leaving their current roles for organisations offering enhanced burnout support.
- The ‘Performance Management 2022’ report highlights a significant gap in stress management between managers and employees.
- Despite managerial confidence, nearly 50% of workers feel unsupported in managing work stress.
- Burnout has intensified post-pandemic, affecting over 800,000 British employees.
- Performance management is losing its former importance, contributing to communication gaps.
In the current employment landscape, a notable shift is occurring as more than 50% of UK employees are poised to leave their jobs, seeking employers who prioritise burnout support. This sentiment is captured in the ‘Performance Management 2022’ report, underscoring a critical need for organisations to enhance their approach to managing employee stress and well-being.
A troubling disparity exists between managerial perceptions and employee experiences regarding stress management. While 97% of managers believe they are equipped to identify stressed and unengaged team members, and 89% assert they can offer support, nearly half of the workforce feels neglected in this regard. This gap emerges at a time when retaining talent is paramount, given that 39% of employers face challenges filling vacancies amid the ongoing ‘Great Resignation’.
Burnout, exacerbated by the pandemic, now affects over 800,000 British workers. The issue is recognised as a major concern by 84% of HR directors, who acknowledge its pervasive impact on employee retention and performance. Nick Gallimore, Director of Talent Transformation and Insight at Advanced, emphasises the urgency of addressing this concern, noting the critical discrepancy between managerial intent and employee perception.
Furthermore, the report reveals a decline in the prioritisation of performance management, with 65% of HR directors admitting it has been sidelined. Performance discussions are infrequent, occurring just once a year or less for a third of employees. Concurrently, there is a heightened focus on productivity and engagement, now a priority for 48% of organisations, signalling a shift in strategic focus post-2021.
The evolution of workplace dynamics, particularly with the prevalence of remote working, has transformed communication, making it increasingly transactional. According to leadership expert Mike Parkes, informal interactions, crucial for effective performance management, have diminished, impacting the overall management process. This backdrop necessitates a renewed emphasis on fostering engagement and performance, urging managers to proactively connect with their teams.
The discourse highlights an urgent need for employers to bridge the gap between managerial intent and employee experiences in combating burnout.
