Manager burnout is becoming a real problem (and an opportunity for recruiters)

The COVID-19 pandemic was the first to hit. But the aftermaths that followed were just as disruptive, leaving a lasting impact on every aspect of our lives.

Remote work emerged as a tool to protect the workforce and make things easier, yet employees had to?work longer hours?and handle a heavier?workload?than before the crisis. The result were?higher stress levels,?depression, and?increased burnout.?

That was the final trigger for many workers worldwide, forcing them to rethink their decisions and quit their jobs. Over?4.5 million?people voluntarily left their positions in November 2021, echoing the severity of?the Great Resignation.?

But when discussing this startling phenomenon, middle management rarely gets enough attention. Although resignation rates are?highest among mid-career employees, media and many business leaders believe that entry-level workers are the ones to struggle the most and quit.

However, curbing the Big Quit requires shifting the focus and helping those in manager positions.?

Why the Middle Management is Experiencing Alarming Burnout Levels

The pandemic has been challenging for everyone, regardless of their age, background, or job role. Yet, the data shows that workplace responsibilities and expectations have been particularly onerous for middle management.?

According to the 2021?Gallup report, millennial managers (born?1981-1996) faced the highest burnout in the past two years, with 42 percent reporting workplace tiredness and stress. It’s no wonder that employees between?30 and 45?are resigning more than any other age group.?

Even though stress and demanding assignments inherently accompany managerial positions, the COVID-19 crisis has exacerbated these issues. Managers continuously toggle between the C-Suite expectations and the needs of other employees.

They carry the pressure of keeping retention steady, recruiting top talents, and improving team performance. That makes managers’ jobs?ten times harder, especially in the pandemic era, when companies?struggle to fill open positions.

Moreover, employees require support and initiatives that nurture their motivation and well-being. If managers fail to provide that, workers are ready to quit.?

Hence, it’s beyond challenging to close the gap between the needs and demands of both employees and leadership. As a result, workers in middle management face a mounting burnout and have?hardly any time for their own progress.?

Many managers feel they?don’t have sufficient resources?to support the staff, combat team burnout, and balance workloads. It is even worse in large companies, where they must reinforce company culture and maintain a sense of connectedness among multiple remote and office workers.?

The exhaustion and daily struggles result in?two times?higher attrition risk among managers than individual contributors. That could have dire consequences for the world of work and prolong the Great Resignation.?

“It takes a 20% pay raise to lure most employees away from a manager who engages them, but almost nothing to poach a worker from a disengaged manager, Humu found”

Bad managers are getting worse due to the alarming burnout, and high-performing ones are barely coping with an increasing number of demands. But that could also cause more employees to quit their jobs because, according to a recent Fortune article, it takes almost nothing to lure away employees from a disengaged manager.?But in the opposite case, competition should offer at least a 20 percent pay raise.

C-Suite needs to ensure the middle-management has the necessary resources, skills, and support to navigate the post-pandemic world. Before recruiting professionals for these positions, business leaders should establish a moderate workload and growth opportunities.

Otherwise, an entire generation of future leaders could disappear, and the Big Quit could become a long-lasting problem.?

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Employee burnout has become an urgent issue during the pandemic, affecting employees across all levels and job positions. But managers encounter multiple demands due to talent shortages, Great Resignation, and a large workload.?

Yet, they’re the backbone of employee engagement and retention. For instance, workers are?more likely to stay at their organization?if they’re happy with their managers.?

It is of paramount importance for a high-performing workplace and business continuity to alleviate the pressure middle-management faces and preserve their well-being. Only after getting the necessary support and resources from the top will folks in these positions be able to help those who depend on them.

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