Burnout’s back, and we need to tackle it
It’s vital that we adapt working practices rather than apply sticking plasters to individuals, writes Geraldine Kelm
Legal teams are under increased pressure, with burgeoning workloads and expectations. The pandemic has changed many professionals’ perspectives on their workplace and a new kind of burnout has emerged – requiring a renewed focus on wellbeing.
Dealing with covid-19 required a rapid response and quick thinking from businesses and whilst this createdanxiety and stress, there was also an energy and motivation to adapt and evolve to the changing global picture.
Two years on and that motivation and engagement has largely started to drain away. Although most are looking to resume some kind of “new normal”, the relentless news cycle of hope followed by fear, and the stress this has created, has left behind an exhaustion.
A 2020 Gallup report recognised a trend – the wellbeing-engagement paradox – which captured how people behaved and felt at work during the first year of the pandemic. It recognised there is normally a link between employee engagement and wellbeing and that they influence each other.
However, employee engagement and wellbeing became disconnected in 2020 – stress grew and wellbeing decreased but engagement remained strong. The report said: “At a time when layoffs and furloughs abounded, employees were thankful to have jobs, experienced the benefits of increased flexibility and autonomy resulting from remote work, benefitted from strong leadership efforts to engage them, and rallied with co-workers to keep everything a float. In short, employees were inspired by and united under a shared sense of purpose.”
That kind of disconnect can’t last and this is why we’re seeing higher cases of burn out now than ever before. accordingto analysis by glass door, mentions of burn out increased 128 percent since May 2021.
Burn out is an underlying factor in the so-called “great resignation”, where professionals are leaving their roles for a variety of reasons: exhaustion and the need to step back from stress, the desire to spend time with family, devote to passion projects or retire earlier than planned. For some, the pandemic also clarified the importance of strong values, and many people are looking for new roles which give them a greater sense of purpose.
Mental Health UK lists the common signs of burnout as including: feeling tired or drained most of the time, feeling helpless, trapped and/or defeated, having a cynical/ negative outlook, procrastinatingand feeling overwhelmed. Importantly, burnout doesn’t go away on its own but slowly worsens if the root causes aren’t identified and dealt with.
The first step is recognising what burn out is, what it looks like and if your team could be suffering. this is crucial, especially when Mental Health UK’S stats suggest only 23 per cent knew what plans their employers had in place to deal with burn out. creating an open culture and putting in place clear strategies to deal with burnout and to support employees’ wellbeing is obviously very important and shouldn’t be neglected but ultimately, the causes of burnout – typically, long hours, a heavy workload and a lack of autonomy – need to be addressed.
Journalist and workplace expert, Jennifer Moss, highlighted in the Harvard Business Review that burnout isn’t about the people, but about the workplace: “Burnout is preventable. It requires good organisational hygiene, better data, asking more timely and relevant questions, smarter budgeting (more micro-budgeting), and ensuring that wellness offerings are included as part of your well-being strategy.”
At Vario we see pressured in-house lawyers everyday and a growing number are looking for solutions to the entrenched problems which are causing burnout. Many of these problems
have been exacerbated by the pandemic, but in most cases were issues long before that. We’ve seen how increasingefficiencies, embracing technology and taking a fresh approach to processes can really help free-up a busy legal team. This is vital to tackling burnout –adapting the work, not putting a sticking plaster over the people. Geraldine Kelm is Head of Vario Flexible Services for UK and Asia Pacific at Pinsent Masons