Introduction:

In the evolving landscape of business where Environmental, Social, and Governance (ESG) priorities are paramount, the specter of burnout among managers has become a pressing concern globally. Drawing insights from a Harvard Business Review article by Dawn Klinghoffer and Katie Kirkpatrick-Husk, along with a glimpse into the Polish market through a study by Jobbli, it is evident that burnout is a pervasive issue affecting not only managers but also the workforce at large.

Global Burnout Scenario:

Microsoft's Work Trend Index reveals a staggering statistic — more than half of managers (53%) globally report feeling burned out. These individuals, tasked with guiding their teams through the challenges of a pandemic and its aftermath, grapple with a myriad of stressors, including an unsustainable workload, limited resources, and a perceived lack of recognition for their efforts. To combat burnout effectively, organizations must delve into the components of burnout, as outlined by burnout research pioneer Christina Maslach, focusing on exhaustion, cynicism, and a perceived lack of professional accomplishment.

Poland's Burnout Challenge:

A parallel narrative unfolds in Poland, where Jobbli's study exposes a startling reality. Among Europeans, the Polish population stands out as the nation most frequently grappling with occupational burnout, with a staggering 26% of Poles experiencing its symptoms. The study further highlights that 72% of men and 51% of women believe their professional responsibilities do not align with their competencies and aspirations.

Key Contributors to Burnout in Poland:

The Polish workforce identifies several key contributors to burnout, with 55% attributing it to working under an unsympathetic supervisor. Monotonous tasks (47%), a lack of development opportunities (43.5%), and personal problems (37%) also play significant roles. Importantly, the study underscores that a lack of job satisfaction contributes to burnout, with 24% of women and 9% of men citing dissatisfaction with their work as a primary cause.

Addressing Burnout in Poland:

Jobbli's findings suggest that 62% of young professionals (aged 22 to 26) in Poland are dissatisfied with their jobs, revealing a concerning trend. While satisfaction increases among those aged 26-29, it plummets again among professionals aged 50-59, where a staggering 85.7% feel that their professional duties do not align with their competencies and desires. The CEO of Jobbli, Alicja Marchewka, attributes this to a slowdown in professional development, routine, and burnout over the years.

Solutions and Perspectives:

Both global and Polish perspectives converge on the importance of addressing burnout. Managers and organizations must proactively engage in dialogue, utilizing levers such as meaningful work, learning and career development, flexible work arrangements, psychological safety, and self-care.

Conclusion:

In the pursuit of ESG priorities and organizational success, it is crucial for businesses to recognize and mitigate burnout. By incorporating insights from both global studies and local perspectives, organizations can foster a work environment where employees, including managers, thrive. The challenge lies not only in acknowledging burnout but in actively implementing strategies that promote well-being, job satisfaction, and a healthy work-life balance on a global scale.