Workplace wellbeing: From burnout to sustainable performance

By Dr Zoë Fortune

Around the world, the focus on workplace wellbeing is increasing. With more than 1 billion people experiencing mental health problems, and 15% of working adults affected, the social and financial implications are also growing. 

Current costs are estimated to be around US$1 trillion, and projected to increase to around $6 trillion by 2030. In the GCC, according to one large scale survey from McKinsey, 2/3 of GCC employees reported symptoms of poor mental health and wellbeing or had a mental health diagnosis while 1/3 of GCC respondents have reported burnout symptoms.

Burnout is defined as a state of emotional, physical and mental exhaustion caused by prolonged stress. The experience is different for each person, but it is often recognized by exhaustion, detachment, and reduced effectiveness at work. It is highly prevalent and associated with long working hours or excessive workload, poor work life balance, unclear roles, and a lack of support from managers. 

Recognising burnout can be hard (even in ourselves) and workers may mask feelings, often as a result of expectations to continue working, or as a result of feeling unable to speak up which may also be caused by stigma. 

In the Middle East, as with many parts of the world, stigma remains a challenge. However, in this region, research suggests that concerns may be compounded by cultural and language complexities, social norms that exist in the workplace, and economic factors such as lack of job security and development opportunities. Stress and anxiety may also be viewed differently within different faiths or communities and working hours have been suggested to be long and influenced by hierarchical structures. 

Recent research from Marsh Mercer Benefits suggests that in the GCC, medical inflation is increasing, while data gathered with employees suggests a significant drop in perceptions that employers care about worker wellbeing. In this region too, work is associated with physical and cardiovascular risks. 

Nevertheless, evidence suggests that most employees say that they are thriving in their role when they have benefits that meet their needs. Work can be good for us providing financial support, social benefits, structure and meaning and purpose. Good wellbeing also has positive financial benefits; the World Economic Forum has estimated that the benefits of investing in employer health could generate US $3.7-11.7 trillion in global economic value, or around 17-55% of average annual pay. However, it is important to ensure that the balance is right so that issues such as burnout and employees leaving a company are reduced, and productivity can increase. 

Healthy, safe and resilient workplaces are places where people can work without getting sick or injured, and workers are able to enhance their physical, mental and social wellbeing. The World Health Organisation (WHO) recommends focusing on three levels: prevention, protection and promotion, and supporting workers with health conditions. Prevention may involve assessing and mitigating workplace stressors such as workload, working hours or workplace relationships, while protecting and promoting mental health ensures that individuals can access interventions such as stress management training, and that managers and workers are trained to recognize symptoms of poor mental health. 

To enact change, leadership support for wellbeing is commonly cited as a key factor and accountability is key. Accountability for wellbeing programs at a senior level can drive impact; examples include KPIs and regular boardroom review. Accountability also extends to ensuring that employees are part of the process and offered opportunities for feedback. For example, evidence shows that even when strategies are implemented, without appropriate support at mid level managerial level, strategies may fail as employees are practically unable to take up wellbeing initiatives. This is costly from a cost of poor wellbeing perspective as well as a loss of potential ROI. 

Accountability also includes awareness and understanding around implementation of wellbeing initiatives. For example, poor utilization of support services (such as EAP services or psychological support) is often caused by a lack of awareness around how to access support, knowing what it does, or feeling that it cannot be accessed for stigma-related reasons. 

Therefore, it may be particularly important for leaders to role model behaviours that support changing of the workplace environment and enhance wellbeing. Such initiatives might include flexible working policies, taking leave appropriately, taking a walk at lunch, not sending emails at weekends or being vulnerable in the workplace to talk about personal challenges. 

This can send a message to employees that workplace wellbeing is valued, staff can focus on supporting their own wellbeing, it can de-stigmatise the topic, and it can help shape the workplace environment to enable accountability on wellbeing.

About the author: Dr Zoë Fortune is an Assistant Professor at the School of Social Sciences, Heriot-Watt University Dubai, with a focus on social and organisational dynamics.