hr_Plan_to_Extinguish_Organizational_Burnout_Storyboard.pptx

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Plan to Extinguish
Organizational Burnout
Where there’s smoke, there’s fire – use a
systems approach to evaluate, address,
and minimize employee burnout.

McLean & Company | 2
• Employee burnout has become a broad enough global concern that it was specifically declared as an organizational phenomenon
by the World Health Organization in 2019.
• Changes and uncertainty brought about by the COVID-19 pandemic have exacerbated feelings of burnout, increasing its negative
impact on both the organization’s bottom line and the wellbeing of employees.
• Common approaches to remedying burnout focus primarily on individual coping methods and wellbeing initiatives (e.g. yoga,
additional time off). While these approaches may temporarily help individuals cope with stress, they fail to address the systemic
influences (e.g. workload), resulting in an infinite cycle of employees re-experiencing burnout.
• Furthermore, the absence of clear methods to assess and evaluate burnout makes it difficult to select organizational tactics that
specifically address the root causes of burnout.
• Combat the prevalence of burnout by using existing data and the employee voice to create a multi-level approach that addresses
burnout across six organizational domains (workload, role clarity and autonomy, supervisor and coworker relationships,
recognition and rewards, fairness and equity, and employee and organizational value alignment)
• Create a future with minimal burnout by shifting the focus toward prevention and developing norms that promote the long-term
health and wellbeing of employees.
Addressing burnout at the individual level is not enough. A healthy work environment is one where
organizational policies, practices, and values create a system in which individuals and organizations can thrive.

Regulating or managing the outward display of emotions based on job requirements (e.g. when interacting with customers
or clients) (Hochschild).
Feelings of increased tension and worry; often accompanied by bodily changes, including increased cortisol and blood
pressure (“Anxiety,” American Psychological Association).
A state of emotional and psychological distress as a result of prolonged exposure to stress, resulting in feelings of cynicism,
low self-efficacy, and physical exhaustion (Maslach, Jackson & Leiter).
A psychological disorder characterized by a lack of interest or pleasure in daily activities, changes in eating and sleep habits,
and an inability to concentrate, among others (“Depression,” American Psychological Association).
Emotional repercussions of supporting those suffering from extreme stress or trauma; also known as vicarious trauma or
secondary traumatization (The American Institute of Stress).
An umbrella term referring to the various aspects of an employee’s experience that support their overall health and
happiness, both within and outside of work.
A negative stress response associated with a perceived threat, increased demands, or loss of resources (“Distress,” American
Psychological Association).

A general state characterized by emotional and social wellbeing, and an ability to manage daily stressors or challenges
(“Mental Health,” American Psychological Association).
The behaviors and mindset needed for employees to thrive and grow in a rapidly changing and complex environment as
supported by the organization.
A work environment in which employees feel safe to voice opinions, concerns, and seek feedback (Edmondson).
A component of burnout characterized by feelings of fatigue and emotional and physical depletion (Stanford Social Innovation
Review).
A positive stress response associated with a challenging but attainable task or demand (“Eustress,” American Psychological
Association).

A state of excessive physical or psychological exertion as a result of long-term stress exposure (e.g. emotional overload)
(“Strain,” American Psychological Association).
The physiological response to stressors characterized by increased cortisol. Stress can be positive over the short term (i.e.
eustress). However, prolonged exposure to stress can have negative consequences over time (i.e. distress) (“Stress,” American
Psychological Association).
An internal or external demand or task that requires individual action or coping (e.g. a work-related deadline) (“Stressor,”
American Psychological Association).
A work environment in which employees feel safe to voice opinions, concerns, and seek feedback (Administrative Science
Quarterly).

Develop a Resilient
Workforce
Plan to Extinguish
Organizational Burnout
• Help those in the organization develop resilience to
deal with change and adversity through activating
networks, learning to learn, and being flexible.
Create a Holistic Employee
Wellbeing Program
• Embed wellbeing in the organization’s day-to-
day operations, culture, and leadership to help
employees thrive in today’s environment.
• Support employees coping with long-term
stress by identifying and addressing root
causes of burnout across the organization.
not
• Individual differences that can shape or
influence burnout experiences (e.g.
personality, temperament)
• Individual coping efforts (e.g. boundary
setting, mindfulness)
Segment Organizational
Solutions that target
group/segment level
needs, social norms,
supervisor behaviors, and
coworker relationships.
Solutions that target all
employees and promote a culture
that recognizes, rewards, and
reinforces work-life balance and
employee wellbeing.

In 2019, burnout was classified as an
“occupational phenomenon” confined to the
work context (World Health Organization).
A state of emotional and psychological distress as a result of prolonged exposure to
stress, resulting in feelings of cynicism, low self-efficacy, and physical exhaustion.
(Maslach, Jackson & Leiter)
Common causes of burnout fall under six core domains:
Workload: Number and complexity of work-related tasks and/or processes that require
physical, mental, and/or emotional effort and is influenced by time pressures.
Role Clarity and Autonomy: Degree to which employees understand their job
responsibilities, have control over how their work is completed, and feel they have the
adequate resources (e.g. training) to succeed.
Supervisor and Coworker Relationships: Internal relationships and the extent to which they
promote mutual support, bi-directional communication, and co-operation.
Rewards and Recognition: Monetary and non-monetary rewards that result in employees
feeling valued and recognized for their personal impact and contributions to the
organization.
Fairness and Equity: The perceived fairness of organizational processes and policies (e.g.
work assignments, promotions, pay increases).
Employee and Organizational Values: Perceived connection between an employee’s work
responsibilities and goals to the organization’s mission, vision, and values.
Stress is an evolutionary adaptation that allows individuals to
respond to stressors or threats in their environment:
• Stress can be positive in the short term (i.e. eustress); allowing
individuals to focus their attention on a specific task or demand
(e.g. writing an exam).
• However, prolonged exposure to stress can have negative
consequences over time (i.e. distress), resulting in impaired
cognitive and physical functioning (e.g. increased risk of
cardiovascular disease, mental health disorders).
No two stress experiences are the same. Every person has
their own unique stress barometer based on a
combination of biological and environmental factors (i.e.
stress-diathesis model), which influence how they interpret
and respond to stressors. Meaning, the threshold between
eustress and distress varies from person to person.
(Adapted from Maslach & Leiter) (American Psychological Association)

of HR professionals indicated they are experiencing higher levels
of work stress today than they did three years ago (McLean &
Company Trends Report 2022; N=384).
of workers report feeling burned out on a daily or weekly basis
(Engage Rocket, 2021)
of HR directors either agree or strongly agree that burnout is an issue that needs to be addressed in their organization (Clear Review, 2022).
of leaders feel “used up” at work (DDI, 2021).
of employees said they experienced burnout during the past year
(Visier, “The Burnout Epidemic Report 2021,” 2021).
Women are burning out more than men
42% of women feel burned out compared to 35% of men (McKinsey &
Company, 2021).
The younger generation is experiencing more burnout
59% of Millennials report feeling burned out often, meanwhile only 31%
of Boomers report the same (Indeed, 2021).
People of color are at higher risk of burnout
36% of Black, Indigenous, and People of Color (BIPOC) reported feelings
of exhaustion and hopelessness compared to only 26% of white
respondents (SHRM, 2021).
Individuals with disabilities are burning out quicker
Over 50% of women with disabilities say they often or almost always
feel burned out (McKinsey & Company, 2021).

Working more hours
Eighty-four percent of remote workers report working longer hours, while only 61% of onsite
workers report the same (Indeed, 2021).
Diminishing work/life boundaries
Unrealistic manager expectations
Thirty-eight percent of remote employees “say they feel pressure from management to work more
hours” (Indeed, 2021).
More time spent behind the screen
From 2020 to 2021, weekly meeting times increased by 148%, and the number of chat messages
increased by 45%. Also, the number of emails sent increased by 40.6 billion (Microsoft, 2021).
Overtime and availability expectations
Sixty-one percent of employees working remotely say it is difficult to disconnect from work after
hours (Indeed, 2021).
Although hybrid and remote work gives employees the flexibility to dictate their work schedules and
location, employees are filling in time that is traditionally used to commute to and from work to get
more work done. Organizations must exercise caution and reinforce boundaries to help employees
separate work and life to avoid contributing to employee burnout.
For more information on successful hybrid work
practices, see McLean & Company’s Prepare People
Leaders for the Hybrid Work Environment blueprint.
Over 33% of workers feel the need to be available around the clock for work (McKinsey & Company,
2021).

Increased turnover
Burnout has significant organizational costs:
Fifty-one percent of employees said they would definitely consider or
strongly consider leaving their current organization for one that offers more
support with burnout and stress (Clear Review, 2022).
Absenteeism
of employees take sick days due to burnout
(Gallup, 2021).
Disengagement
Employees who agree that their stress levels at work are manageable are
3.7x more likely to be engaged; presenting a significant risk for those who do
not feel as though they are able to manage their stress levels effectively
(McLean & Company Engagement Survey Database, 2022; N=133,269).
Burned out individuals have a deficiency in attention and memory, which leads
to poor work performance (National Center for Biotechnology Information).
Reduced Performance
But the costs aren’t just limited to the organization.
Burnout has detrimental impacts on employees:
Physical health complications
“Burned out individuals suffer from many distinct physical health issues such
as the inability to get out of bed, low blood pressure, and high pulse rates.”
– Gordon Parker, Author of “Burnout: A Guide to Identifying Burnout and
Pathways to Recovery”
Burnout causes an increase in depression, anger, irritability, and anxiety
(Western Governors University).
Mental health complications
“Death by overwork” is a term that originated in Japan and expanded to
countries across the world. Employees who worked long hours were more likely
to die from heart attacks or strokes or by suicide (Wired).
Increased mortality
Burnout can cause individuals to turn to substance abuse and withdraw from
social circles (Western Governors University).
Personal complications

Paid time off
Modified work weeks (e.g. four-day work week with limited
consideration of modified expectations or workload)
Wellness programs (e.g. EAP)
Self-care methods (e.g. sleep, meditation, and exercise)
Setting boundaries (e.g. saying no to extra work)
While these solutions may help individuals cope with stress
for a short period of time, they fail to address the root
causes. Thereby, leaving the risk of burnout unchanged.
(Visier, “The Burnout Epidemic Report 2021,” 2021)
44% said requests to take on additional work and 30% said
demands to complete work faster
Employees said the following were contributing to their burnout:
33% said an unhealthy workplace culture, including “office gossip,
sexism, office politics, office bullies”
20% said the lack of supportive managers and coworkers
24% said being micromanaged and excessively monitored at work
Employees are 11x more likely to experience burnout when they
are less connected to their organization’s culture and purpose
(O.C.Tanner Institute, 2022)
25% of UK employees said the lack of recognition is one of the top
three reasons for their burnout at work (Visier, “Burnt Out Britain,” 2021)

McLean & Company | Info-Tech Research Group | 12
Employee experiences of stress are
correlated to retention
I find my stress levels at
work manageable.
I expect to be at the
organization a year
from now.
r = .52
(McLean & Company Engagement Survey Database, 2022; N=176).
Agree
Agree
Disagree
“ ”
The organizations that will thrive in the future are the ones who take care of their people.
– Dr. Gloria González-Morales, Claremont Graduate University
Employees who find their stress levels at work manageable are
more likely to stay with the organization.
Addressing the systemic root causes is key to effectively
reducing burnout
Recognizing the role that organizational practices and culture in creating an environment that encourages burnout is critical to creating a
thriving workforce.
Employees with a strong connection to their team, leader, and
organization are 90% less likely to experience burnout (O.C.Tanner
Institute, 2022).
Employees are 44% less likely to experience burnout when
organizations offer frequent and meaningful recognition (O.C.Tanner
Institute, 2021).
When organizations foster a culture of both high inclusion and low
exclusion, the likelihood of burnout decreases by 93% (O.C.Tanner
Institute, 2021).

Addressing burnout at the individual level is not enough. A healthy work environment is one where
organizational policies, practices, and values create a system in which individuals and organizations can thrive.
(Adapted from Maslach & Leiter)

After completing this step you will have:
• Identified key roles and
responsibilities in evaluating and
addressing burnout
• Gathered existing internal data to
assess the current state of burnout
• Collected data using the Burnout
Questionnaire to assess the current
state across each domain
• Analyzed available data by employee
segment and identified high-priority
segments
• Conducted focus groups with high-
priority segments to identify root
causes of burnout and capture the
employee voice
• Identified burnout priority areas and
associated goals and metrics

Changing the conversation about burnout requires courage from senior leaders and a
willingness to confront difficult conversations. Only when conversations about stress,
burnout, and wellbeing are initiated from the top-down will organizations move from a
reactive to a proactive environment.
Senior leaders provide strategic guidance and
leverage their position to provide ongoing
resources and generate buy-in for burnout
solutions across the organization.
HR provides subject matter expertise and support
for the development and implementation of selected
burnout solutions (e.g. building a formal recognition
program).
People leaders provide support for the
implementation of selected solutions and are
responsible for the continuous monitoring of
employee burnout within their teams.
• Communicate burnout as an
organizational priority
• Hold people managers accountable for
implementing solutions and action plans
• Demonstrate vulnerability by sharing
personal experiences and lessons learned
• Role model behaviors (e.g. sharing
personal approach to work-life balance)
• Collect and analyze data to understand the current
state of burnout in the organization
• Track key metrics to evaluate trends in burnout
across the organization and the impact of
solutions (e.g. changes in absenteeism)
• Provide support for the design and implementation
of burnout solutions
• Communicate available resources to support
employee wellbeing (e.g. EAP contact information)
• Conduct regular check-ins with team
members to evaluate the current state of
burnout
• Prioritize self-care to effectively support
team members coping with stress
• Role model behaviors to reduce stigma and
encourage solution uptake (e.g. shutting
email/chat off outside of work hours)
People leaders represent a single point of failure; without
providing solutions that target their unique needs (e.g. with
respect to workload), burnout is more likely to spread
across teams and the organization.

A
• Gather existing internal data (e.g. absenteeism,
turnover, EAP usage).
• Collect additional data across the six domains
to capture the employee voice and identify root
causes of experiences.
• Segment data collected to identify burnout
experiences at the group level (e.g. across
teams, functions, demographics) .
B
• Identify the current state of employee burnout.
• Determine the root causes contributing to
burnout across the six domains.
• Analyze data across employee segments to
identify unique experiences of burnout at the
group level.
C
• Comprehensive understanding of the current
state and root causes of burnout across the
organization and at group levels.
• Targeted goals and metrics for each identified
burnout priority area.
• Informed approach to identifying targeted
solutions.

Document organizational data, relevant insights
(e.g. associated domains), and at-risk employee
segments in tab 2 of the Burnout Workbook.
Burnout is not a universal experience. Multiple metrics and analytical
approaches are required to understand the range of experiences across
employee segments.
A
Workforce
Data
Employee
Experience
Wellbeing
• Absenteeism rate (e.g. sick days, leaves of absence)
• High-performance turnover rate, voluntary turnover rate
• Overtime
• Engagement data (e.g. driver scores related to culture,
inclusion, recognition, co-worker relationships)
• Exit interview feedback
• Participation rates for current wellbeing initiatives
• Qualitative employee feedback (e.g. feedback on
wellbeing initiatives)
to
draw insights about the overall state of burnout within the
organization.
For example, engagement drivers may provide insight
into individual domains that contribute to burnout, either directly or
indirectly (e.g. recognition, manager relationships).
Note: Organizational data will often not align directly to the six
domains. The purpose of collecting metrics from multiple sources is to
generate an overall picture that provides insight into employee health
and the state of burnout across the organization.
to explore trends in
employee health, wellbeing, and burnout over time.
based on high-
level group differences (e.g. differences in turnover rates based on
role, level, demographics). These indicators will help inform the data
analysis and segmentation later in this step.

Burnout Questionnaire
• A burnout questionnaire provides an opportunity to collect a large amount of data
across a range of areas and issues.
• Best practice is to survey all employees with respect to their burnout experiences;
however, if resources are limited, focus efforts on high-priority groups (e.g.
areas/teams with high turnover).
• Technology or survey platform required to administer and collect survey data.
• Data analytics expertise and technology required to mine and analyze large sums of data.
• Limited opportunity for in-depth feedback or discussion.
• Risk of survey fatigue.
• Employee concerns with confidentiality.
For sample burnout questions, see McLean &
Company’s Burnout Questionnaire.
Document burnout questionnaire results based on the average rating for each question in
tab 3 and review the results of the burnout assessment on tab 4 of the Burnout Workbook.
To reduce the volume of new data collected, use open-
ended responses from existing surveys (e.g. employee
engagement, new hire, employee exit) and look for
comments related to stress and burnout. Then, launch the
questionnaire to fill in the gaps and gather a complete
picture across all six domains.
See McLean & Company’s Create a People-First
Diversity, Equity, and Inclusion Strategy storyboard
appendix for sample self-identification questions.
If current data on employee demographic groups (e.g. race,
gender identity, sexual orientation) is limited, add a self-
identification section at the beginning of the questionnaire
prior to launching it.
A

A
• Department
• Team
• Age
• Gender identity
• Job level
• Underrepresented groups (e.g.
women, BIPOC employees)
• Geographical location
• In-person / remote / hybrid
• Full-time / part-time
Sample segments:
Segmenting the data by various employee groups
is not optional; it must be done to identify high-
risk groups.
DEI consideration:
Gathering existing data is important; however, it is not
enough to identify the root causes of burnout. The
organization must supplement this by collecting additional
data from employees to capture underlying causes of
burnout. See the next slide for additional guidance.
based on the at-risk employee
segments identified on slide 18. Identifying groups that are more susceptible
to burnout (e.g. absenteeism rate for the finance department) allows for
more accurate root cause analysis and for customization of solutions.
For each data source,
identify the level of burnout associated with each domain:
• Data indicates a small-to-medium impact of the relevant domain
on employee burnout experiences.
• Data indicates a large impact of the relevant domain on employee
burnout experiences.
• Data indicates that burnout is not a concern
for the relevant domain OR data is unavailable.
For each prioritized employee segment, document the level of burnout for
each domain and qualitative insights on tab 5 of the Burnout Workbook. This
information will populate the employee segment comparison on tab 6.
to provide additional context and
supplement quantitative data (e.g. women take more unplanned personal
days compared to men).

A
• Significant resources required depending on the breadth of focus
groups required (e.g. number of focus groups, locations).
• Strong facilitation skills required to manage group dynamics;
employees may be hesitant to share their experiences based on
organizational culture or social norms.
• Limited opportunity to collect large amounts of data.
• Risk of exacerbating existing burnout if focus group participation acts
as an additional stressor (e.g. conducting a focus group with
accountants near month-end will cause additional stress on them).
• Focus groups provide an opportunity to capture the employee voice
and identify root causes of burnout as well as generate ideas and buy-in
for potential solutions.
Concentrate focus group data collection on high-priority employee segments
as identified from the organizational data and burnout questionnaire results.
Select and assign six to ten participants per session. For more information on
selecting participants, see McLean & Company’s Focus Group Guide.
Collect data on employee experiences of burnout (e.g. feelings of stress,
exhaustion) as well as causes (i.e. six domains) and recommended solutions.
For sample burnout focus group questions, see Appendix I.
Record insights from focus groups across domains and document employee
needs based on identified root causes of burnout and recommended solutions
(e.g. additional flexibility to balance work and home demands; instrumental
support from supervisors to help prioritize tasks).
A culture of openness is critical to reducing burnout. Employees need to feel
safe to express their challenges and trust that they will be heard and supported.
Focus group questions will depend on the breadth and quality of the data
collected in Step 1. If the data collected provides a holistic view of burnout
issues, use focus group questions to validate root causes of burnout and gain
insights on potential solutions. If existing data is not comprehensive, use
questions to fill gaps on the current state of burnout across the six domains.
Record insights from focus groups and associated employee needs
across domains in tab 7 of the Burnout Workbook.

B
Document burnout priority areas and the
associated organizational or group-
level(s) in tab 8 of the Burnout Workbook.
Considerations: Examples:
1. Which domains are associated
with the highest average burnout
scores overall?
• Workload
• Rewards & Recognition
2. How does burnout differ across
employee segments (e.g. based on
job level, function, demographics)?
• Finance reports the highest level of overall burnout
• Women in management roles identified Workload
and Fairness & Equity as key drivers of their
burnout experiences
• Role Clarity & Autonomy is associated with the
highest burnout scores in entry-level roles in HR
and remote employees
3. What trends are visible based on
historical data?
• Average EAP usage has decreased by one-third over
the last three years
• Manager absenteeism has increased by 20% over
the last two years
Stress and burnout experiences are constantly
evolving based on changing external, organizational,
and individual factors. To ensure the burnout
solutions chosen have the greatest impact, focus
priorities on the strongest contributors to burnout
(i.e. domains with the highest burnout scores) based
on the data collected and re-evaluate annually.
Select a combination of organization-wide and
group-level priorities to address both systemic
factors contributing to burnout and provide targeted
supports to groups most impacted by burnout.

Workload: Lack of time to complete
tasks
Rewards & Recognition: Official
recognition programs not in place;
employee wins are not celebrated
Role Clarity & Autonomy: Role
expectations are not clearly
communicated to employees
• Percentage of overtime worked
• Number of emails sent after hours
• Absenteeism rate
• Turnover rate
• Employee engagement rewards
and recognition driver scores
• Percentage of employees with
independent development plans
(IDPs) completed
• Employee engagement learning
and development driver scores
• Finance department
• Women in management roles
• Organization-wide
• Entry-level roles in HR
• Remote employees
• Reduce overtime worked among
identified groups by 20% over the
next two years
• Increase employee engagement
rewards and recognition driver
scores by 30% over the next 12
months
• Increase managers’ average
People Leadership competency
score to “Meets Expectations” over
the next 18 months
Document goals and metrics for each
burnout priority area in tab 8 of the
Burnout Workbook.
with each one impacting a different group in the organization (e.g. within the
workload domain, lack of time to complete tasks and requests to take on additional work could both be factors with each impacting a different group). Make sure
to account for all burnout sources, including the ones that only impact specific groups.
Keep these goals and metrics top of mind when exploring Step 2,
as they will dictate which solutions are appropriate.
C
Use McLean & Company’s HR Metrics
Library and HR Metrics & Analytics Selection
Guide as resources when selecting metrics.

• Explored solutions across the six
domains
• Identified organizational resourcing
constraints
• Created a shortlist of solutions to
address burnout
• Consulted with stakeholders about
shortlisted solutions
• Finalized list of solutions to address
burnout
• Identified next steps for solution
implementation

• Before proceeding to the next slide, review McLean & Company’s Burnout Solutions Catalog for a list of sample
solutions across all six domains.
• Note: At this stage, you are only exploring possible solutions while keeping in mind the root causes of burnout from
Step 1. Selection of solutions will occur during the next stage.
• Identify solutions for each of the priority areas and goals that were outlined in Step 1.
• Determine organizational constraints that will impact solution implementation.
• Consult with stakeholders (e.g. participants from focus groups) and finalize the list of solutions.
• Plan for the change management process for implementing solutions.
• Determine stakeholders’ accountabilities in implementing the solutions.
• Create a comprehensive plan to implement selected solutions.

• Create a recognition program
• Encourage managers to develop informal
recognition programs for their teams
• Update job descriptions for entry-level
roles in the HR department
• Revise manager training to improve
onboarding for remote employees
• No email outside of work hours policy
• Explore project management software to
streamline work processes and minimize
workload
Document potential solutions for each
goal in tab 9 of the Burnout Workbook.
Workload: Lack of time to
complete tasks
Rewards & Recognition: Official
recognition programs not in
place; employee wins are not
celebrated
Role Autonomy & Clarity: Role
expectations are not clearly
communicated to employees
• Finance department
• Women in management roles
• Organization-wide
• Entry-level roles in HR department
• Remote employees
• Reduce overtime worked
among identified groups by
20% over the next two years
• Increase employee
engagement rewards and
recognition driver scores by
30% over the next 12 months
• Increase managers’ average
People Leadership
competency score to “Meets
Expectations” over the next
18 months
Some solutions will impact multiple domains simultaneously. Leverage available resources
strategically by prioritizing solutions that address multiple root causes of burnout at both the
organizational and group level.
From Slide 23

Resources
Quality
Source: Adapted from PMI, 2010.
Triple constraint theory refers to how balancing a project’s scope, time,
and resources impacts the ability to deliver on a project. If one of the constraints grows,
it will add pressure on the other constraints and impact overall quality.
For example, if an organization decides
to redesign work processes – including
revising job descriptions, analyzing
workflows, and updating relevant
policies and procedures (e.g. related to
overtime) – the scope of the project will
grow, impacting the timeline and
resources required to implement the
solution.
Keep time, scope, and resources in mind throughout the rest of this step.

Record the impact and effort for each identified
solution on tab 9 and then review the prioritization
matrix on tab 10 of the Burnout Workbook.
Implementing this solution will have minimal impact on
the current state of burnout and will only slightly help address root
causes at the organizational or group level.
Implementing this solution will moderately
impact the current state of burnout by helping address root causes at
the organizational or group level.
Implementing this solution will have a significant
impact on the current state of burnout and is critical in helping address
root causes at the organizational or group level.
Minimal investment (i.e. people, money, time) required;
solution can be implemented in a relatively short period of time (i.e.
within the next three months).
Some investment required; solution can be
implemented in the mid-term (i.e. three months to one year).
Significant investment required; solution requires more
time to implement (i.e. one year or more).
based on the impact of the solution(s)
in addressing the root causes of burnout and the effort required to implement the
solution(s). Prioritize solutions that will have the greatest uptake based on the
organizational culture or context (e.g. solutions that are easily implemented
remotely for virtual or hybrid work environments).

• Executive sponsor
• Heads of HR functions (e.g. Total Rewards)
• Do you anticipate any challenges with solution implementation?
• Which stakeholders’ approval is required, and how can their
priorities be aligned with selected initiatives?
• What expertise or resources are required to support
implementation?
• Are there current initiatives that could be leveraged or
modified?
• Are the needs of all employee segments represented in the
shortlist?
• Do you foresee any challenges with solution
implementation or uptake?
• Are there any additional DEI considerations?
• Do the solutions reflect the feedback you provided during
the focus group?
• Members of the DEI committee
• Representatives from ERGs
• Focus group
participants
There is a fine line between information seeking and analysis paralysis.
Stakeholder input is critical to ensure solutions are feasible and address the
root causes of burnout, but too much feedback can delay change.
Document stakeholder feedback and finalize the list of solutions,
keeping available resources in mind, on tab 9 of the Burnout
Workbook.
Meet with stakeholder groups who can influence solution uptake and those who will be impacted by the solutions being
implemented.

• Incremental change: changes made to
improve current processes.
• Transitional change: changes that involve
dismantling old systems and/or processes
in favor of new ones.
• Transformational change: significant
change in organizational strategy or culture
resulting in substantial shift in direction.
Use McLean & Company’s Articulate
and Foster Organizational Culture
blueprint for cultural changes.
Use McLean & Company’s Navigate
Change blueprint for incremental
and/or transitional changes.
• Clarify the purpose of the change (e.g. project
management software will be implemented to
streamline work processes and decrease
workload related to administration).
• Ensure the change is being communicated by
someone with the skills and authority to do so
(e.g. senior leaders, HR leaders, functional
leaders) (“Managing change,” NSW
Government).
• Describe the impact of changes on employees
(e.g. method of completing work will change).
• Communicate change timeline (e.g.
transitioning to the new system will occur over
the next eight months).
• Explain post-change procedures (e.g. training
will be provided on how to use the software).
Prepare leaders with McLean & Company’s
Equip Managers to Lead Through Change
training.
• Communicate high-level vision and guiding
principles (e.g. benefits of addressing burnout).
• Model expected behaviors (e.g. through desired
social norms and wellbeing practices).
• Coach employees through change and discuss any
challenges faced (e.g. what work-life boundaries
look like in practice).
• Act as a conduit for feedback (e.g. on solution
implementation, future needs).
Use McLean & Company’s Activate Frontline
Managers in Change Management blueprint to
create a plan that involves frontline managers
in the change process.

• Senior leader who leverages their position to increase buy-in for the solution and communicate its importance in
addressing the root causes of burnout across the organization.
• Role models behaviors that align with the solution implementation (e.g. avoids sending work emails after hours,
demonstrates vulnerability by sharing personal experiences with respect to stress and strain).
• Senior functional leader (e.g. Senior Director of Talent Management, Director of IT) responsible for overseeing solution
implementation. Works with the executive team to gather resources for the project and aligns the solution with
organizational priorities.
• Cross-section of functional leaders and/or subject matter experts (e.g. communications, marketing, HRBPs) to provide
input and support solution implementation, as needed.
• A cross-section of employees (e.g. managers, employees, members of the DEI committee) to report implementation
issues to the solution owner and ensure solutions continue to align with employee needs and burnout experiences.
• HR functional leaders (e.g. Talent
Management, Learning & Development)
• HR Business Partners
• Marketing
• Finance
• Senior leadership team
• Functional leaders
• Members of the DEI
committee
• Employee resource groups (ERGs)
• Managers
• Employees
Potential stakeholders include:

• Stakeholders and target employee segments (e.g. all employees, a specific
department/team/function, a demographic group).
• Key organizational dates that impact the timing of various solutions (e.g.
statutory holidays, annual performance review period).
• Tasks (e.g. related to logistics, communications).
• Task owners (e.g. solution owner, project team member, IT,
communications).
• Start and end dates.
• Any prerequisites or dependencies (e.g. necessary approvals, tasks
dependent on support from other functional groups).
• Revisit burnout priority goals and metrics quarterly to track progress and
evaluate solution success.
• Identify solution-specific metrics available (e.g. number of emails sent after
hours) as well as employee and stakeholder feedback to evaluate the
success of individual solutions and modify approaches, as necessary.
Document actions to implement
finalized solutions in the Project
Roadmap Tool.
Document available metrics for the
final list of burnout solutions in tab 9
of the Burnout Workbook.

• Revised organizational policies and
programs to identify gaps and
opportunities for minimizing burnout
• Equipped managers with the tools and
training they need to identify and
minimize burnout within their teams
• Developed a communications plan to
promote solutions uptake
• Created a plan to re-evaluate and
monitor burnout in the organization
• Reviewed potential McLean &
Company workshops that can assist
with solution implementation

• Gather organizational data to assess the current state of burnout.
• Analyze data across employee segments to identify priority areas at the group level.
• Capture the employee voice to identify root causes of burnout and potential solutions.
• Identify three to five burnout priority areas to inform solution selection.
• Select solutions to address the root causes of burnout based on available resources and stakeholder
feedback.
• Plan for change management to support solution success.
• Create a roadmap to support solution implementation.
• Re-evaluate organizational policies and programs to identify gaps and opportunities to minimize the
risk of future burnout.
• Create an ongoing burnout communication plan to inform employees about the current state, share
next steps, and outline plans to mitigate burnout.
• Create a plan to monitor the state of burnout and re-evaluate organizational approaches to stress
and employee wellbeing.
Focuses on reducing current
experiences of stress and strain by
identifying and addressing root causes of
burnout.
Focuses on minimizing
future experiences of burnout by creating
norms that promote health and wellbeing
through organizational policies and
practices.
There can be a time lag between steps
2 and 3. Review step 3, and if
resources permit, address burnout
using both a reactive and proactive
approach. If not, focus on executing
solutions from step 2, then create a
roadmap for proactive solutions.

1. Accessibility
• Are policies accessible to all employee segments (e.g. to reduce burnout due to lack fairness
& equity: are remote workers or employees working outside traditional business hours able to
access policies)?
• Are there potential barriers to policy information (e.g. to reduce burnout due to role clarity &
autonomy: can employees access the policies and do they have the technology)?
2. Eligibility
• Do any formal policies require expanded eligibility (e.g. to reduce burnout due to lack of
rewards and lack of fairness & equity: probationary periods for employee benefits; parental
leave policies applicable only to biological parents)?
3. Application
• Do leaders and employees understand and actively use policies (e.g. to reduce burnout due to
unsustainable workloads: are emails are only sent during work hours; is overtime work rare)?
• Are new and updated policies being effectively communicated (e.g. to reduce burnout due to
role clarity & autonomy: are changes to parental leave policies or introduction of anti-
harassment and violence policy being communicated effectively)?
*Note: The impact of re-evaluating a policy is not limited to a single burnout domain. Modifying
one policy can yield multiple benefits (e.g. improved fairness and reduced workload).

Examples:
• Update the employee value
proposition to highlight
organizational values related to
employee health and
wellbeing.
• Revise job postings to include
policies that reinforce work-life
balance.
Examples:
• Update people leadership
competency behavior
statements to include support
for employee wellbeing and
work-life balance.
• Revise performance
management expectations of
check-ins and 1:1s to include
discussions of workload.
Examples:
• Create employee training
programs on developing the
three resiliency behaviors:
activating networks, learning to
learn, and being flexible.
• Develop manager training on
mental health and
compassionate
communication strategies.
Examples:
• Align burnout solutions to DEI
strategic goals (e.g. inclusive
audit of internal policies).
• Update exit interviews to
capture experiences of work-
life balance, psychological
safety, and fairness or equity.
Emphasize the organization’s
commitment to employee wellbeing
to attract and recruit talent.
Establish expectations and create
accountability for wellbeing across
TM programs.
Support employees by building
capacity for skill development at all
organizational levels.
Identify opportunities to connect
wellbeing efforts with the DEI
strategy and goals.

For more information, see McLean & Company’s Create
a Holistic Employee Wellbeing Program blueprint.
• Revisit wellbeing program goals and metrics, including
tracking progress and identifying trends.
• Identify changes in employee needs to inform wellbeing
priorities.
• Explore opportunities to address systemic barriers and
embed wellbeing as a core organizational value.
• Review initiative uptake and modify current offerings, as
needed (e.g. adding/removing/expanding initiatives).
• Evaluate the effectiveness of internal communications and
opportunities to modify communications to target specific
employee segments (e.g. for remote employees).
A holistic wellbeing program combined with solutions across the six domains of burnout provides a comprehensive and
flexible approach that addresses current employee needs and sets the organization up for long-term success.

Example:
• Breakdown of high-risk groups (e.g. women, individuals with disabilities) and level of burnout within the organization and employee segments.
• Domains that pose the highest risk (e.g. workload, supervisor and co-worker relationships) and how these domains are causing burnout.
• Solutions (e.g. informal recognition programs for teams and/or departments).
Equip managers with the tools and training to:
• Perform frequent check-ins with employees to spot signs of stress and burnout. Refer to
Appendix II for burnout signs and guidance for managers to identify burnout.
• Role model healthy behaviors (e.g. not checking emails on vacation).
• Display vulnerability to signal to employees that it is acceptable to talk about their burnout
challenges.
• Foster a team culture that supports employee wellbeing.
• Provide information on available resources, processes, and policies (e.g. how to raise
concerns about unfair processes).
• Communicate frequently about changes in the organization and updates to policies.
• Create a psychologically safe environment and empathize with employee needs.
• Offer flexibility in workload, schedules, and preferred working arrangements, where possible.
. Use McLean & Company’s Train Managers to Build
Key Resilience Behaviors to help managers build
employee resilience.
Use McLean & Company’s Train Managers to Master
Difficult Conversations and Foundational
Communication Skills to equip managers with the
skills to discuss sensitive topics.
For more training resources, see McLean &
Company’s Training Downloads.

The goal of these communications is to be transparent with employees across
the organization regarding the current state of burnout and burnout solutions.
Ensure that the communications are:
• Timely: Introduce new processes, policies, and updates as soon as they are
finalized to prevent the spread of misinformation.
• Clear: Be transparent and unambiguous about timelines, goals, and ways to
participate (e.g. in surveys, feedback process).
• Open and honest: Outline the benefits of the solutions to both the
organization and employees.
• Consistent: Deliver consistent messages across all channels of
communication. Ensure that senior leaders and managers communicate the
same message regarding the desired outcomes of the solutions.
The goal of these communications is to deliver information about the
current state of burnout and burnout solutions designed to address the
needs of specific employee segments. For such initiatives,
communications will resonate more when adapted to fit employees’ unique
situations. Develop targeted communications by:
• Building audience profiles for each employee segment to tailor
communications based on their needs (e.g. remote workers will not be
able to access announcements that are posted in the office’s bulletin
board).
• Emphasizing alignment between the solution and needs (e.g. caregiver
support for employees with dependents).
Frequently used modes of communication (e.g. email, in-person
announcements) may not be accessible to some employees
(e.g. hourly, shift, and field workers). Use multiple channels of
communication to make the message accessible to all
employee segments (e.g. posters, recordings).
Reference McLean & Company’s Internal Communications Guide Template
and document the communication plan in the Standard Internal
Communications Plan.
Reference McLean & Company’s Audience Profile Template and document
target audiences, mediums, and timelines in the Project Roadmap Tool.

Use McLean & Company’s Standard PESTLE Analysis Template
to assess the organization’s external environment.
Minimizing burnout requires continuous re-evaluation of internal policies, procedures, and external factors (pandemic, economic crisis)
that can create new or exacerbate existing root causes of burnout.
• Frequently collect organizational and employee voice data (e.g.
quarterly, biannually) to track trends over time (e.g.
improvement or worsening of stressors).
• Analyze data to identify new stressors and potential changes in
employee needs. Reexamine solutions as required.
• Revisit goals and metrics (e.g. annually, biannually) to evaluate
success of solutions (e.g. did percentage of overtime work
decrease, did number of emails sent after work decrease?).
• Determine the effectiveness of internal communications (e.g.
are current communication methods reaching all employee
segments?).
• Identify risks and/or changes in the organization’s external
environment and determine the impact on employees (e.g.
new technology in the industry can disrupt current work
processes).
• Determine solutions to support employees through
challenges and changes (e.g. reduce ambiguity by providing
information on the technology and its impact on current
processes and on employees’ work).

Efforts to address burnout and promote employee wellbeing often highlight gaps or opportunities
to improve current internal processes and programs. This work is a continuous cycle impacted by
changes in the organizational needs, employee needs, and external environment.
Assessing burnout is an ongoing process, not a one-time effort. The root causes of burnout will change and
new sources will continuously surface across the workforce creating the need for continuous re-evaluation and
iteration of solutions.
• Uncover an Impactful Employee Value Proposition
• Modernize Performance Management
• Create a People-First Diversity, Equity, and Inclusion Strategy
• Ingrain and Sustain Recognition
• Develop a Balanced Flexible Work Program
• Build a Mentoring Program
• Develop a Holistic Digital HR Strategy
Use the Burnout Workbook to regularly
evaluate the current state of burnout
and track the success of ongoing
initiatives.
For more information on McLean &
Company workshops, visit our website.

Addressing burnout at the individual level is not
enough. A healthy work environment is one where
organizational policies, practices, and values
create a system in which individuals and
organizations can thrive.
Insight 1
Burnout is not a universal experience. Multiple
metrics and analytical approaches are required to
understand the spectrum of symptoms across
employee segments.
Insight 2
There is a fine line between information seeking
and analysis paralysis. Stakeholder input is
critical to ensure solutions are feasible and
address employee burnout needs, but too much
feedback can delay change.
Insight 3
There is no one-size-fits-all approach to
addressing burnout. Solutions must be tailored to
the needs of the organization’s employee base,
and flexibility is required for continuous
improvements to internal policies and practices.
Insight 4
A culture of openness is critical to reducing
burnout. Employees need to feel safe to express
their challenges and trust that they will be heard
and supported.
Insight 5
Assessing burnout is an ongoing process, not a
one-time effort. The root causes of burnout will
change and new sources will continuously
surface across the workforce creating the need
for continuous re-evaluation and iteration of
solutions.
Insight 6

Ensure recruiting and onboarding programs are effective by surveying new employees.
Move beyond measuring job satisfaction with a comprehensive view of engagement.
Take a thoughtful approach to mobilize inclusion efforts across your organization.
Identify the early signs of employee turnover and develop a talent retention strategy.
Evolve to leader-driven engagement with a real-time dashboard and results.
Understand why people leave the organization in order to proactively retain top talent.
Empower employees with a holistic view of their performance to prioritize development.
Identify impactful initiatives using
our diagnostic programs to collect
feedback from employees,
stakeholders, and the HR team.
Align HR initiatives with business strategy and stakeholder needs.
Improve HR’s core functions and drive project success.
View our diagnostic programs for more information.

McLean & Company is the trusted partner of HR and leadership professionals around the world.
Our memberships are designed to provide what you need to drive the organization forward – from full-
service assessments to practical action plans, impactful training, and more.
When you pair our comprehensive resources with our collaborative services, there's nothing between you
and your goals. As a partner, we listen first to understand your situation, then guide you through each step
of the way so you get where you want to be, faster and with confidence.
At McLean & Company, we’re passionate about empowering leaders like you to shape a workplace where
everyone thrives.
North America: 1-877-281-0480 International: +1-519-936-2659
Corporate Headquarters
345 Ridout Street North
London, Ontario, N6A 2N8
888 Yonge Street
Toronto, Ontario, M4W 2J2
3960 Howard Hughes Parkway,
Suite 500
Las Vegas, NV, USA, 89169
Level 4, 20 Hunter Street
Sydney, NSW, Australia,
2000

Diagnostics and consistent frameworks are used throughout all four options.
DIY Toolkit
“Our team has already made this
critical project a priority, and we
have the time and capability, but
some guidance along the way
would be helpful.”
Guided
Implementation
“Our team knows that we need to fix
a process, but we need assistance
to determine where to focus. Some
check-ins along the way would help
keep us on track.”
Workshop
“We need to hit the ground
running and get this project
kicked off immediately. Our team
has the ability to take this over
once we get a framework and
strategy in place.”
Consulting
“Our team does not have the time or
the knowledge to take this project
on. We need assistance through the
entirety of this project.”
McLean & Company offers various levels
of support to best suit your needs

Research Contributors
and Experts
Jeremy Sutton
Writer / Psychologist / Behavioral Change Specialist
Free lancer
Justin D. Henderson
Director
Lewis & Clark Community Counselling Center
Michael Levitt
Chief Burnout Officer
Breakfast Leadership Network
Gordon Parker
Scientia Professor of Psychiatry
University of New South Wales, Sydney, Australia
Jennifer Moss
International Speaker, Journalist, Author
Self-employed
Romy Antoine
Chief Executive Officer & Chief Wellness Officer
One Stop Wellness, Inc
Dr. Joel Bennett
Chief Executive Officer
Organizational Wellness & Learning Systems
Dr. Gloria Gonzalez-Morales
Associate Professor of Psychology
Claremont Graduate University
Tim O'Neil
Senior Workforce Solutions Specialist
TrueNorth Companies, L.C.
Emilio Goldenhersch
Chief Science Officer & Co-Founder
Mindcotine
Susan Toth
Director, Human Resources
Cambridge Hospital

Workload
Role Clarity and Autonomy
Supervisor and Coworker Relationships
Recognition and Rewards
Fairness and Equity
Employee and Organizational Value Alignment
• Do you feel that you have enough time to complete tasks?
• What helps you progress toward your goals each day? What gets
in the way? How can the organization help address this?
• Do you have all the resources you need to perform your job well?
• Are you able to decide how to get work done (e.g. set timelines)?
What is working well and what can be improved?
• Do you have adequate support from your managers and coworkers
if you need it? What can be improved?
• Do managers communicate openly and honestly with you (e.g.
share rationale behind decisions)?
• Are the organization’s policies and work procedures (e.g. task
assignment) fair? What can be improved?
• Do you feel that you are compensated fairly for the work that you do?
• Do you feel that your work gets recognized and acknowledged enough?
• What type of recognition would be meaningful to you (e.g. public,
private)?
• Are you aware of the direct connection between your role and
organizational success?
• How well does the organization exhibit your personal values in its
everyday policies and procedures?
*Note: Clarify with focus group participants that not every feedback and/or solution discussed in the focus group will be implemented.

Signs of burnout To spot burnout, look for:
A state of emotional and psychological distress as a result of prolonged exposure to stress, resulting in feelings of cynicism, low self-
efficacy, and physical exhaustion.
(Maslach, Jackson & Leiter)
• Lack of confidence and feelings of self-doubt
• Reduced or lost motivation
• Decreased performance, increase in the number of mistakes
• Withdrawal behaviors and avoiding colleagues and/or leaders
• Decreased productivity
• Procrastination and the inability to concentrate on tasks
• Diminished satisfaction with work and/or internal relationships
• Increased frustration, irritability, and anger with colleagues, leaders, or
clients
• Feelings of exhaustion, tiredness
• A change in performance (e.g. a top performer suddenly making too
many mistakes, not submitting projects on time)
• Fluctuations in attitudes (e.g. a very social individual suddenly avoiding
interactions with colleagues and/or leaders, irritability with clients
and/or colleagues, negative talk about work or colleagues)
• Changes in attendance (e.g. employees calling in sick too often, showing
up late or leaving early consistently)
• Comments about feeling unwell (e.g. employees consistently feeling
exhausted, drained, tired; inability to focus, brain fogs)
(Help Guide)

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22 March 2021. Accessed March 2022.
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“APA Dictionary of Psychology: Eustress.” American Psychological Association. Accessed
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February 2022.
“APA Dictionary of Psychology: Strain.” American Psychological Association. Accessed February
2022.
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2022.
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Organization, 28 May 2019. Accessed February 2022.
Chau, Christina, and Reid Thrope. “2021 Global Culture Report.” O.C.Tanner Institute, 2021.
Accessed May 2022.
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Accessed May 2022.
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Edmondson, A. C. “Psychological Safety and Learning Behavior in Work Teams.” Administrative
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California Press, 2012.
“Japan’s Karoshi Culture Was a Warning. We Didn’t Listen.” Wired, 2 June 2021. Accessed March
2022.
Lee, Wei. “Manager’s Challenges – Managing Constraints.” PMI, 24 February 2010. Web.
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Threlkeld, Kristy. “Employee Burnout Report: COVID-19’s Impact and 3 Strategies to Curb It.”
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McLean & Company is the trusted partner of HR and leadership professionals
around the world. Our memberships are designed to help leaders drive their
organization forward. 1997-2022 © McLean & Company.

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