Pandemic-induced burnout is building in many workplaces, as staff shortages pressure already-stressed workers left to manage fallout from the “Great Resignation.”
On April 26, union nurses and other employees at Women & Infants Hospital protested a new policy preventing front-line caregivers from taking holiday vacation time.
“You don’t want distracted, burnt-out staff taking care of you and your baby,” Kelli Price, a registered nurse for 26 years, told PBN. “It doesn’t make sense.”
No one would disagree, of course. But administrators also have to maintain minimum staffing. Care New England Health System, Women & Infants’ parent, in March had more than 900 unfilled jobs.
Similar challenges are building in many industries. Small businesses are especially struggling to compete with the growing salaries bigger employers are offering to fill their own openings.
The national data doesn’t offer much hope in the short term: A near record 11.3 million open jobs, with rising wages leading to higher prices and runaway inflation. One national survey recently found that 34% of workers plan to leave their jobs in the next 12 months.
What can you do? Pay close attention to the signs of burnout among your staff, including managers. As always, recognize and reward team players and top performers. And stay true to your mission and culture. They’ve carried you and your team through two years of existential challenges, strengthening staff bonds along the way.
They’re still the best reasons for people to stay – and new hires to join the fight.
