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Overwhelmed and overworked: Stress and burnout on the job

Everyone is stressed these days. Employees struggle to do more with less in a 24/7, wired environment. Managers feel burned out from longer hours and the effort to handle workplace challenges that never seem to ease. HR managers, payroll administrators and benefits specialists feel the pressure too, as they're squeezed between the demands of their own jobs, expectations of company leaders, and the desire to help managers and employees cope. And everyone can testify to the impact of stress on life outside of the office. We all cope with emergencies, family issues, financial challenges and health concerns. The effects of stress on work productivity cannot be denied.

Recognize the signs of stress and burnout
"Stress affects everyone," said Jamie Kleven, Ceridian EAP consultant. "But that's not necessarily a bad thing. Sometimes, stress can energize us to meet new challenges or changes. But if stress is not managed, it can affect employees' physical and emotional health, their relationships, and their performance on the job. And all of that affects productivity in a very real way."

Experts say that the first step in managing stress in others is learning how to become aware of it in yourself. Common physical and emotional symptoms of stress include difficulty sleeping, headaches, irritability, anger and mood swings.

Burnout is a gradual process in which a person detaches from work and other significant roles and relationships in response to excessive and prolonged stress and mental, physical and emotional strain. The result is lowered productivity, cynicism and confusion, and a feeling of being drained and having nothing more to give. (1)

"Anybody can suffer from stress and job burnout," Kleven noted. "These are equal-opportunity challenges." In a dynamic society where change is the only constant, people find it particularly challenging to manage work overload -- and as families split up, reconfigure or move around the country, individuals are less and less likely to have an adequate support system to help them combat stress.

How stress and burnout affect productivity
"Workers who are suffering from stress call in sick more frequently, find it harder to concentrate, are more forgetful and are easily distracted," said Kleven. "That translates into more mistakes, absenteeism and tardiness. Workplace morale can erode as stressed-out employees become irritable with colleagues or managers."

Stress costs U.S. businesses more than $300 billion annually. In Canada, costs to businesses are estimated at $16 billion, and in the U.K., $7.3 billion. Stress not only accounts for 40 percent of employee turnover, half of the 550 million working days lost annually in the U.S. from absenteeism are stress related. (2)

What are the symptoms of burnout?
Certain behaviors become evident when employees suffer from job burnout. The burned- out employee might demonstrate a general lack of caring or concern, appearing unmotivated. The employee suffers from an overwhelming feeling of apathy and may become quiet or withdrawn.

"Ironically," Kleven added, "burnout often occurs in employees who are trying the hardest. They can keep up just fine for a while, but with constant strain they begin to feel paralyzed." This is a human response to excessive and prolonged stress; the employee has simply shut down.

The symptoms of burnout include fatigue, low energy, lack of motivation, weight loss or gain, and an inability to concentrate.

How can stress and burnout be overcome?
Sometimes, the best way to deal with stress is to confront it at the source. But HR professionals know that confrontation and conflict can be difficult. That's why a culture of nonjudgmental, open communication can pay real benefits -- it encourages an environment in which difficult questions can be asked and dissenting opinions expressed without retribution. "A workplace in which employees can confidently approach their manager is a workplace that promotes reduction of stress," explained Kleven. "By creating a culture of empowerment, companies set the example for positive action."

But not all stresses can be handled so directly. Some sources of stress can't be eliminated, such as a sick parent or a child who is having difficulty in school. To manage those kinds of stresses, employees may need to use other techniques. "Ceridian LifeWorks recommends relaxation techniques, which are often successful for managing stress. Employees might try deep breathing, meditation or just sitting quietly for a few minutes each day to gather their thoughts" Kleven added.

Taking care of one's self is also an important tool for managing stress. Eating a nutritious diet and getting enough sleep are vital, as is regular physical exercise. And research shows that social relationships make us feel better and have a positive effect on our health, so encourage employees to set aside time for friends and family.

How can a manager help?
Managers should be on the lookout for these symptoms to be alert for stress and job burnout. After all, as the Society for Human Resource Management (SHRM) reported in their January 2005 Workplace Productivity Poll, 38 percent of employees report no longer being motivated by their work.

"Managers can reduce workplace stress by finding ways to keep employees involved and engaged," said Kleven. "If the employee is missing deadlines, making mistakes or being rude with customers, it might be time for the manager to remind the employee that vacations were created for a reason, and to encourage the individual to schedule some time away."

In the spirit of open communication, managers might determine whether the employee feels stressed due to a lack of job training, because lack of knowledge or training is often cited as a reason for employees' high levels of stress. (3) The manager might help the employee to upgrade their skills, or arrange for a coworker to help with cross-training. Sometimes this can provide real support to an employee who feels like they are barely keeping things under control.

But two of the most valuable tools for managers are employee assistance programs and integrated work-life services. "These workplace programs are proven to reduce stress, manage burnout, improve morale and increase productivity," said Kleven. "All of which impact a company's bottom line."

Workplace stress programs really work!
Some companies are taking a proactive approach to managing employee stress.

• 37.5 percent of workplaces offer stress management programs. (4)
• 34 percent of workplaces that offer full-intervention stress management programs saw a reduction in health care use by employees, lowering company health care costs. (5)

And these programs are truly helping employees reduce their stress levels.

• 77 percent of employees who sought treatment for issues such as stress or depression through an employee assistance program (EAP) reported increased work performance after three months of treatment. (6)
• 94 percent of employees in an EAP reported missing fewer days of work after three months of treatment. (6)

How can Ceridian help?
Ceridian helps organizations around the world combat workplace stress. "Every day we see the devastating impact of stress and burnout on individuals, on work teams and on company revenues," said Kleven. "That's why we offer the Ceridian Employee Assistance Program and Ceridian Work-Life Services. These programs go to the heart of the problem with real-life solutions that have positive impact right away."

Ceridian Employee Assistance Program
Ceridian's employee assistance solution drives productivity. It's an integrated set of employee support and workplace services that create a healthier, more effective workforce. By providing anytime, anywhere access for employees in need, we can help them address personal and professional issues before it impacts performance. Managers also gain access to our expert management tools which are key to helping them address employee issues and other workplace challenges.

"EAPs can reduce absenteeism and tardiness by 10 percent and potentially boost productivity by as much as 25 percent," said Dr. John Maynard, CEO of the Employee Assistance Professionals Association.

Ceridian's solution is especially cost effective. Our customers can recoup their investment many times over through reduced turnover, reduced absenteeism, reduced costs of stress-related health care, reduced amount of work time spent addressing personal matters and increased productivity. Ceridian even provides an annual return on investment statement that demonstrates these potential returns specifically for your company.

Learn more about the Ceridian Employee Assistance Program

Ceridian Work-Life Services
Ceridian's work-life services takes employee assistance to new levels by providing a comprehensive employee-support network. As a pioneer in the employee assistance industry, we've had more than 21 years to perfect our work-life programs, resulting in a solution that helps companies increase productivity, improve morale and retain top talent.

We offer your employees the support they need to make their daily lives less stressful. We help individuals get answers when they're feeling burned out. Available 24 hours a day, 7 days a week, our expert counseling staff can provide employees with advice on how to deal with a wide range of stressors, including parenting and childcare, resources for older adults, health, everyday issues, addiction and recovery, financial matters and much more. When employees get immediate personal attention from professionals who are experienced in culturally-sensitive support, stress is reduced. Morale improves. Coping skills are enhanced. These improvements go directly to your company's bottom line.

Learn more about Ceridian Work-Life Services

Contact your Ceridian representative for more information about Ceridian's Employee Assistance Programs and Work-Life Services.

Sources

1. "Definition and Stages of Burnout," Mark Gorkin May 2005, HR.COM.
2. "Work-Life Experts Launch New Web-Based Training to Help Employers Battle the Costs of Stress and Build a Resilient Workforce," February 2006, HR.COM.
3. January 2005 Workplace Productivity Poll, SHRM.
4. "Are Stress Management Programs Indicators of Good Places to Work? Results of a National Survey," International Journal of Stress Management, Nigam, J.A.S., Murphy, L.R., & Swanson, N.G., 10(4), November 2003.
5. "A Novel Stress and Coping Workplace Program Reduces Illness and Healthcare Utilization," Psychosomatic Medicine, Rahe, R.H., et al., 64, 2002.
6. "Once Again, Treatment Improves Productivity," American Psychiatric Association and the American Psychiatric Foundation, MentalHealthWorks, Third Quarter 2003.
7. StressPulseSM Survey, ComPsych Corporation, Chicago, IL, October 2003.
8. "The Tenth Annual Attitudes in the American Workplace Survey," The Marlin Company, New Haven, CT, 2004.
9. "Stress at Work," Canadian Social Trends. Statistics Canada-Catalogue No. 11-008, Cara Williams, autumn 2003.
10. "Feeling Overworked: When Work Becomes Too Much," New York: Families and Work Institute, Galinsky, Kim, & Bond, 2001.