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Management & Mindset


QUIZ: ASSESS YOUR BURNOUT RISK—AND LEARN HOW TO AVOID THE EMPLOYEE "TURNOVER
TSUNAMI"

360Learning

Team




Analysts are calling it a “resignation wave” and a “turnover tsunami”: recent
surveys have suggested that up to 40% of workers want to leave their jobs in
2021.


The COVID-19 pandemic kicked off a massive shift in work worldwide—millions left
the office, lost their jobs, or were forced into unsafe positions as “essential
workers” who received little support from their companies. Now, as vaccinations
speed up economic recovery, many of those workers are considering new options.


While reasons for job turnover are personal and varied, many people have chosen
to find new employment this year due to burnout. Burnout is a state of mental,
emotional, and sometimes even physical exhaustion, caused by work-related
stress. The pandemic pushed many workers into this state, ranging from those in
service industries where COVID-19 protections were difficult to maintain to
those white-collar workers who felt isolated and overworked.


Many employers think of burnout as a binary: either a worker is burned out or
they aren’t. But in fact, the condition exists on a spectrum and can be
measured, as burnout expert Leah Weiss explains in an article for the Stanford
Social Innovation Review. The condition is also distinctive from mental health
conditions such as depression and anxiety, though workers in distress may suffer
from burnout and a mental health condition at the same time.


Unlike mental health conditions, burnout may be directly caused by
organizational issues in a company or on a specific team, Weiss writes. For
example, members of a team that does not have sufficient personnel or resources
to complete necessary responsibilities may be more likely to burn out. When
company leadership takes steps to understand burnout’s causes and measure the
condition among the whole organization, those leaders can help prevent their
workers from burning out.


What is your burnout risk score? This quiz will help you find out, along with
providing statistics on who burns out and why. If your burnout risk is high,
consider talking to your manager about steps your company may take to improve
working conditions—more on that later.


Are you managing a team? You might be interested in our cheat sheet on how to
talk to your teams about burnout.


I identify as a...

Male
Female


I work in a...

Product Company
Service Company


I can work from home...

Yes
No


What is your seniority level?

Intern
Junior
Senior
VP
Director
Chief


How busy do you consider yourself, on a scale from 1 -not busy at all- to 10
-much too busy?

1 2 3 4 5 6 7 8 9 10

How tired at work do you consider yourself, on a scale from 0 -not tired at all-
to 10 -much too tired?

0 1 2 3 4 5 6 7 8 9 10

Question 0/6

Check My Burnout Score

[]





WHERE DO YOU STAND?

Burnout Scores range from 0 to 1, with 0 representing those lucky workers who
are unlikely to burn out in their current jobs. Those workers more likely to
burn out—with scores closer to 1—tend to feel more tired and overwhelmed, with
limited support from higher-ups.




COMPARE YOUR ANSWERS TO THE SOURCE DATASET

This quiz was based on a source dataset including responses from 20,000 people
who took the same survey you did. Compare your answers with other survey
responses, shown below.


The respondents were split fairly evenly among gender, with slightly more women
than men (52% women, 48% men). Most worked at service companies, and a majority
were able to work from home; 54% said this was an option, compared to 46% who
did not. Most had mid-level positions, ranging from junior to director. Few
respondents characterized their fatigue and responsibility allocations as all
the way up at 10 or down at 0; most were somewhere in the middle—factors that
contribute to their burnout risk.


gender



company-type



wfh



seniority



fatigue



allocation




KEY INSIGHT 1: GENDER BREAKDOWN

This chart shows burnout scores by gender. While more women responded to the
survey, men appear to be more at risk of burnout: a higher share of men had
burnout scores in the 0.5 to 0.8 range. The majority of women, meanwhile, have
burnout scores between 0.2 and 0.6.

00.10.20.30.40.50.60.70.80.91↑ % people


KEY INSIGHT 2: SENIORITY

Here, we see that more senior employees tend to have higher burnout scores. This
pattern holds for both men and women, but men have slightly higher scores for
most positions: men at junior and senior-level positions have average burnout
scores of 0.37 and 0.46, respectively, compared to corresponding scores of 0.30
and 0.42 for women.

MaleFemaleFemaleMaleintern 0.12junior 0.30senior 0.42vp 0.52director 0.69chief
0.86intern 0.15junior 0.37senior 0.46vp 0.57director 0.69chief 0.85


KEY INSIGHT 3: BUSINESS

What makes workers in higher-level positions more susceptible to burnout? One
answer may be tied to how overwhelmed they feel in their roles. More senior
workers tend to face busier schedules and more responsibilities; in the survey,
both men and women in chief positions scored their business over 9, on average,
compared to scores under 4 for those in junior and senior positions.

MaleFemaleFemaleMaleintern 1.20junior 2.57senior 4.06vp 5.59director 7.43chief
9.23intern 1.22junior 2.62senior 4.33vp 5.88director 7.47chief 9.15


KEY INSIGHT 4: LEAVING REASONS

Some employers may think regular raises provide workers with sufficient
incentive to stay at their jobs. In fact, worker reasons for quitting are more
complicated, and may often be tied to burnout.


A Gallup poll conducted in 2008 found that career advancement was the most
common motivator behind a voluntary job change by far; 32% of workers surveyed
left for this reason. Pay, lack of job fit, management, and flexibility were
also common motivators—and they’re becoming more common in 2021. One survey from
Prudential, conducted in March 2021, found 42% of current remote workers say
that, if their current employer takes away the remote work option, they will
find a new job with more flexibility.


32%22%20%17%8%2%Career AdvancementPay/BenefitsLack of Fit to
JobManagementFlexibilityJob Security


KEY INSIGHT 5: INDUSTRY TURNOVER

Industry also plays a role in worker burnout. This bar chart shows results from
a different survey, conducted by the U.S. Census, that illustrates turnover
between the first quarter of 2019 and the first quarter of 2020 -only shows the
top 10 industries by number of separations. Industries with more face-to-face
customer interactions and physical activity had higher turnovers. The
accommodation and food industry had the highest turnover for both men and women:
1.17 million men and 1.33 million women left their jobs in the year represented.
Healthcare notably had a much higher turnover for women, while construction had
a higher turnover for men.


These are also industries where many employees were unable to work from home
during the pandemic, likely causing turnover to rise even further during the
remainder of 2020.

366K separations*352K separations*Accommodation and FoodRetail
TradeAdministrativeHealth CareConstructionManufacturingProfessional
ServicesEducational ServicesTransportationOther
Services0.0M0.2M0.4M0.6M0.8M1.0M1.2M1.4M





*Average separations per sector -including all 20 sectors, between Q1 2019 and
Q1 2020.





HOW TO MITIGATE BURNOUT RISK

WHOLE-COMPANY SOLUTIONS NEEDED

While burnout is an individual condition, it should be mitigated at the
whole-company level.


Wellness is not that whole-company solution, Weiss argues out in her Stanford
Social Innovation Review article. Though services such as yoga and medication
bring value to teams in the form of team bonding and socializing, these
activities may not actually improve employee mental health, retention, and other
key metrics, a 2019 study by Harvard Medical School researchers found.


Instead, companies should be intentional in measuring burnout and implementing
solutions specific to their workers, Weiss says. Employers can conduct regular
surveys asking similar questions to those in this quiz, along with tailored
questions for the workplace, such as “Do you feel a sense of autonomy and voice
in your team?” Survey responses can guide workplace leaders in developing
burnout mitigation programs, as well as identifying any specific workers who may
be struggling.


TRANSPARENCY AND FEEDBACK

One key anti-burnout strategy Weiss highlights is building a culture of
transparency and feedback. Workers want to understand choices from management,
whether those choices involve the metrics used to track performance or which
person is getting promoted.


Open feedback channels, such as anonymous surveys and office hours held by
management, can provide opportunities for employees to ask questions and make
their concerns known. Team courses and trainings built around worker feedback
and based on the idea of Collaborative Learning can contribute to this culture
as well. When employees feel that they understand—and are consulted in—company
choices, they are more likely to feel connected to the company’s shared goals
and values; such a sense of community and collaboration prevents
organization-wide burnout.


FLEXIBLE WORK POLICIES

Remote work and other policies promoting flexibility may also combat burnout.
Weiss emphasizes the value of autonomy for workers, while suggesting that
guardrails are also necessary so that “workloads are evenly distributed” and
“time for rest is protected and even encouraged.” For example, 360Learning
internally uses a principle called “your life your way” to remind workers that
they may work on any schedule and in any location, as long as key goals are met.


Flexible work policies may be especially crucial for people of color. A recent
survey from Slack’s think tank, Future Forum, found that only 3% of Black
workers in the U.S. wanted to return to full-time, in-person work—compared to
21% of white workers. Black workers are more likely to face stressors tied to
their identities in the office, the survey found; with more flexible working
environments, they are more able to focus on the job itself. Remote work thus
ties into both burnout prevention and building an equitable, inclusive
workplace.


The pandemic irrevocably changed how we work around the world. Employers who
lean into these changes—and listen to feedback from their employees—may have
less burnt out, more satisfied workers in the years to come.


Are you managing a team? You might be interested in our cheat sheet on how to
talk to your teams about burnout.



SOURCES & METHODOLOGY

The study dataset is publicly available and accessible from Kaggle. The original
source is coming from HackerEarth.


Based on completed answers from 21,626 persons who were given a burnout score, a
machine learning model was trained to predict all possibilities you can provide
in the survey.


The reasons to leave your job data is coming from Gallup.


The industry turnover data is coming from the Job-to-Job Flows explorer by the
US Census Bureau and represents people leaving their job from Q1 2019 up to Q1
2020-pre Covid.


Collaborative Learning COVID19 company culture

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