Millennial workers are more likely than workers in older generations to say they always or very often feel burned out, according to a survey by Gallup.
In Gallup’s survey of nearly 7,500 full-time U.S. employees, 28% of millennials report feeling frequent or constant burnout, compared to 21% of older workers. And nearly half of millennial respondents say they sometimes feel burned out, which suggests that about seven in 10 millennials experience burnout at work, Ryan Pendell writes for Gallup.
Burned out employees are 63% more likely to take a sick day, 23% more likely to visit the emergency room, and nearly three times as likely to quit their job, writes Pendell. The majority of full-time U.S. workers experience burnout at work—and this overextension negatively effects employees’ health and career development, he argues. Pendell outlines three actions leaders can take to minimize millennial burnout.
1: Coach your employees
If you suspect that your employees are stressed out, check in with them to get a sense of how they’re spending their time and where they need to reorganize their priorities. Employees whose managers are always willing to listen to their work-related problems are 62% less likely to be burned out, writes Pendell.
Millennial employees also gravitate toward jobs that offer personal and professional development. But only one in four employees “strongly agree” that they receive meaningful feedback from managers, and 37% of managers avoid giving any positive feedback. Delivering regular feedback—both positive and negative—is one habit that sets the best managers apart. When you give feedback, focus on an employee’s specific action and its (helpful or harmful) effects on the wider organization.
2: Reinforce the mission
Articulate the mission of your organization to employees and clearly outline how their work contributes to your organization’s purpose and goals. Employees are less likely to burn out when they connect their work to the company’s mission, writes Pendell.
Employees who are inspired by their organization’s mission are also more likely to be engaged. Remind your team that the stakes are high because the mission of your institution is so important to the broader community—and you and your team’s contributions to that mission are invaluable, recommends Donna Lehmann, an assistant vice president at Fordham University.
3: Empower your employees with autonomy
Employees are 42% less likely to experience high levels of burnout when they have autonomy over how and when they tackle certain tasks, writes Pendell. “Having the ability to make at least some decisions about how you spend your time serves as a hedge against burnout,” says Joyce Maroney, the director of the Workforce Institute at Kronos. Empowered workers are also more likely to feel engaged at work. You can empower your team by delegating authority and encouraging them to look for opportunities to innovate (Pendell, Gallup, 7/19).