Over half of UK’s workforce is prepared to switch employers for better burnout support, according to a recent report.
- The Performance Management 2022 report by Clear Review highlights a significant gap between managerial perception and employee experience regarding stress management.
- A staggering 97% of managers feel capable of identifying stress in their teams, but employees disagree, indicating a disconnect.
- The Great Resignation has intensified companies’ struggles to retain talent, with many facing hard-to-fill vacancies.
- Performance management appears to be deprioritized, with focus shifting towards productivity and engagement.
A recent survey reveals that more than half of UK employees would consider leaving their current jobs for organizations that offer robust support in managing stress and burnout. This concern over workplace wellness has emerged prominently, especially post-pandemic, as stress continues to surpass financial worries for many.
According to the report Performance Management 2022 by Clear Review, there exists a glaring gap between managers’ self-assessed readiness and employees’ perceptions. Although 97% of managers claim they can recognize stressed employees and 89% feel prepared to assist them, nearly half of the workforce feels unsupported in combating burnout.
Furthermore, this discord exists at a critical time for employers, who are concurrently grappling with talent retention challenges heightened by the Great Resignation. Currently, 39% of employers report difficulties in filling vacancies, exacerbating the pressure on companies to address burnout effectively.
Despite these challenges, corporate focus has noticeably shifted. A significant majority of HR directors, 84%, acknowledge stress and burnout as pressing issues requiring attention. However, 65% also report that performance management is losing priority, overshadowed by the increasing importance placed on productivity and engagement.
Nick Gallimore from Advanced comments on the findings, emphasizing the concerning gap between managerial awareness and employee experiences, urging a reevaluation of priorities to better support and retain talent. “It is crucial that management practices evolve to meet the real needs of employees, thereby enhancing both wellness and performance together.”
An intriguing insight shared by leadership expert Mike Parkes highlights the impact of remote working. The virtual work environment, while maintaining operations, often dampens natural interactions that traditionally foster a collaborative spirit and informal performance management discussions. This evolution in workplace dynamics requires a refined approach to sustaining engagement and dialogue to close the gap between manager intent and employee experience.
The growing demand for burnout support underscores the need for employers to closely align managerial actions with employee expectations to foster retention and satisfaction.
