The Hidden Cost of Burnout: How it Affects Promotion Opportunities
The COVID-19 pandemic has brought about an unprecedented level of burnout among U.S. workers. However, even as the disease threat wanes, the burnout phenomenon continues to be a pressing issue. In a recent study by Aflac, it was discovered that nearly six in ten U.S. workers were experiencing at least a moderate amount of burnout, representing an increase from 2021's figure of 52 percent. This has serious implications for the mental health and job performance of workers.
Now, a new study conducted by researchers at Belgium's Ghent University has found that burnout can jeopardize job promotions for those who have experienced it. The study, which was published in the European Sociological Review journal, asked 405 workplace managers in the U.S. and the U.K. to decide whether they would promote a set of fictional employees. The research found that employees with a history of burnout had the worst chance of being promoted. In fact, the burned-out workers scored 34 percent lower in promotion grading than workers without employment gaps.
This study's findings highlight the negative consequences of job burnout and how it can affect career opportunities for individuals even after successful recovery, such as returning to work. The stigma accompanying burnout can harm an organization's HR processes and productivity, and objective and bias-free promotion procedures are important counters to this stigma.
Andrew Shatté, co-founder and chief knowledge officer at meQuilibrium, a digital platform that encourages workforce resilience, believes that any employer that allows a history of burnout to impede a worker's path to promotion should rethink this approach. "We need to create a culture that destigmatizes burnout and promotes a culture of mental health and well-being," he says.
Meredith Michael, director of human capital at wealth management firm Gratus Capital, says that it should never come as a surprise to managers and other workplace leaders that a worker is experiencing burnout. When employees feel empowered to share when they feel burnout coming on or are actively experiencing burnout, leaders have an opportunity to help them take steps to prevent or reduce burnout.
Lisa Hamill, people and culture generalist at employee benefit firm Sentinel Group, provides some tips for ensuring that burnout isn't a roadblock on the route to promotion. These tips include prioritizing mental well-being, showing promotion-seeking employees the path to success, being fair with promotion opportunities, and conducting check-ins with newly promoted employees. By following these tips, employers can help their employees feel more supported and empowered, which can reduce the likelihood of burnout and improve job satisfaction and performance.
If a promotion might be too overwhelming for an employee who has been burned out, managers should identify opportunities to slowly expand that person's skill set, such as assigning them to a new project or tapping them to lead a small team. Open communication is one of the most important ways to support employees and show an organization's investment in an employee's personal and professional success.
In conclusion, employers must take burnout seriously and invest in prevention strategies to ensure their employees' well-being and career advancement. By prioritizing mental health, promoting a culture of well-being, and providing support and opportunities for growth and development, employers can improve job satisfaction, performance, and retention while reducing the negative impacts of burnout on their workforce.
