In recent months, we’ve had numerous conversations with housing sector organisations who are struggling with burnout among frontline staff.
To address this growing concern, we teamed up with Kelly Hawley, founder of Frontline Resilience Solutions and wellbeing specialist. Kelly has a background in managing homelessness services and has firsthand experience with burnout herself. We discuss the early signs of burnout to look out for, strategies for preventing burnout and the financial implications on an organisation.
What is burnout and why are we talking about it?
Burnout, as defined by the World Health Organisation, is an “occupational phenomenon” resulting from chronic workplace stress that is not adequately managed. Although not considered a medical condition, the effects of burnout are serious, impacting individual wellbeing and overall organisational health.
Burnout affects every industry. A staggering 77% of frontline workers report experiencing burnout at least once in their careers. Additionally, poor mental wellbeing costs the UK a shocking £45 billion annually through absenteeism, turnover, and something known as “presenteeism” - when employees are physically present but mentally disengaged. In frontline roles, burnout is often normalised, leaving staff feeling depleted and disconnected.
Early signs of burnout to look out for
Identifying burnout early can make a substantial difference. Here are some key signs to watch for:
- Emotional exhaustion - employees feeling drained or fatigued is one of the first indicators of burnout.
- Reduced productivity - employees may struggle to complete tasks on time, miss deadlines, or deliver lower quality work.
- Increased absenteeism - rising sick leave, being late, or an unusual need for frequent breaks could signal burnout.
- Behavioural changes - employees may become more irritable, withdrawn, or disengaged, contributing less during meetings or displaying less enthusiasm for their work.
Practical strategies to prevent burnout in the workplace
Investing in wellbeing initiatives can not only improve employee satisfaction but also reduce turnover and save costs. Some key strategies include:
- Promote open communication
Encourage regular conversations about stress and wellbeing, creating a safe space where employees feel comfortable discussing their struggles. Leaders should lead by example, talking openly about mental health to help normalise these discussions. - Implement resilience training
Resilience programmes can reduce burnout by as much as 30%, providing employees with skills to manage stress and recover from setbacks more effectively. - Conduct wellbeing assessments
Regular check-ins allow managers to “take the temperature” of their teams, identifying both individual and team stress levels before burnout escalates. 70% of employees feel more supported with informal check-ins. - Avoid normalising burnout symptoms
In housing and similar sectors, chronic stress and exhaustion are often seen as “normal.” Breaking this mindset is crucial for effective change. - Invest in wellbeing programmes
Resources such as mental health support, stress management tools, and flexible work options not only improve job satisfaction but also increase productivity and engagement. By getting to know team members on a personal level, managers can offer better support, helping employees maintain a healthy balance between work and life.
The financial cost to organisations struggling with burnout
Burnout doesn’t only impact employee health; it places a huge financial burden on organisations. Absenteeism, turnover, and presenteeism (when employees are physically at work but not fully productive) contribute significantly to organisational costs.
A burnt-out employee can cost an organisation upwards of £30,000 to replace, while work and stress related burnout costs the UK economy a staggering £28 billion a year. Organisations can save on these costs by investing in resilience and wellbeing programmes.
In one example, a UK council reported a savings of £230,000 in a single year by reducing absenteeism and turnover through a dedicated wellbeing programme. Resilience and wellbeing programmes, Kelly noted, typically have a 500% return on investment by lowering presenteeism, absenteeism, and turnover.
Making the case for wellbeing initiatives
To secure leadership buy-in for wellbeing initiatives, data is essential. Kelly advised gathering relevant information to demonstrate the impact of burnout on organisational health and productivity. Key metrics include:
- Absenteeism and presenteeism data - trends in sick leave and productivity drops can highlight the need for wellbeing support.
- Turnover and exit interview data - high turnover, especially for reasons linked to burnout or dissatisfaction, underscores the need for preventative measures.
- Employee engagement - engagement surveys and satisfaction data can reveal underlying stressors and offer insights for targeted interventions.
Ultimately, investing in a wellbeing programme is more than just a “feel good” initiative - it’s a strategic move that boosts productivity, reduces costs, and helps retain talent in the long term.
Burnout is a rising challenge in the housing sector, where frontline staff face a unique set of pressures. By recognising burnout early, implementing proactive strategies, and creating a culture where employee wellbeing is valued, organisations can not only support their teams but also strengthen their resilience and performance.
Understanding and supporting employees as individuals is crucial. When staff feel valued, they’re more engaged and motivated, both in their personal lives and at work. Addressing burnout and building resilience is a journey, but it’s one that promises a healthier, more productive future for the entire housing sector.
To help organisations get started, we’ve developed free templates for conducting 1:1 check-ins with staff. These templates are designed to guide managers through meaningful conversations that support wellbeing and resilience. For a copy, please reach out to us at info@oysterpartnership.com.