Executive Summary

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4-2 Assignment: Executive Summary Analyzing Data-Employee Burnout Southern New Hampshire University MBA-540 Organizational Strategy in a Global Environment Professor Miller October 13 th , 2023

Executive Summary Purpose and Respondents The following summary discusses the data and results of a recent employee survey. This survey was conducted to gauge employee satisfaction and engagement. The data suggests that employees are experiencing burnout due to being overworked. The purpose of this summary is to explore those results and make recommendations to reduce employee burnout. Among survey respondents are employees from each level of the organization from individual contributors to the executive levels. A total of 117 employees were surveyed, including both male and female employees ranging from ages 20 to over 50 years old. Employee were asked 8 questions, 4 of which were demographic while the remaining 4 questions focused on employee work life balance. Results Employees were asked “What is your current level of burnout at work” and were asked to rate their responses from 1 to 5, with the former being high energy to the latter being completely burned out. According to the survey results, female employees are experiencing the burnout level “Pretty wiped out almost every day” the most, nearly 4 times as much as the male employees. Figure 1.0 below illustrates the data. Figure 1.0

Employees were also asked “How stressed are you at home?”. 17 of the employees who identify as male that are 50 years of age and older answered “A little less that would be expected with the ups and downs of life”. This age group experience this stress the most among the males surveyed. Figure 1.1 below illustrates the survey results regarding stress at home among all who responded at every age level, highlighting the males in age group 50+. Figure 1.1 Figure 1.2 illustrates the data derived from the survey question “I love what I do”, were those who responded rated that level from strongly disagree to strongly agree. As seen in the bar graph below, the manager leadership level strongly agrees the most that they love what they do, with 24 of the 64 managers who responded to the survey agreeing as such. As also seen in the graph and the results, the management level also has the most level of survey respondents,

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indicative that there is much more management level representation in the survey data than any other level of leadership. Figure 1.2 An interesting measure and analysis of employee burnout should also be considered in comparison to tenure. Figure 1.3.1 illustrates the level of burnout by tenure group and gender. Figure 1.3.2 illustrates specifically those employees with a tenure of 5+ years both male and female. According to the survey results, female employees with a tenure of 5+ years had the lowest number of survey responses for the burnout level “I feel great! Energy to spare!”.

Figure 1.3.1 Figure 1.3.2

Recommendations The survey results show that overall, all employees are experiencing a higher level of employee burnout that the company would like. Burnout affects performance, engagement, and profits. Based on the analysis and the data provided, the company can focus on two areas to reduce employee burnout: 1) creating and providing employee mental health resource groups and 2) promoting healthy work life balance. Employee resource groups are growing among organizations as a way to keep employees engaged while providing the necessary support to promote mental health. As managers make of the bulk of the staffing, it would be helpful if the manager level of leadership encourage and sponsor employee health resource groups while also being a part of those groups. Nikki Edwards from Cooleaf suggests that leaders being involved and the “transparency from the top empowers your employees to bring their whole selves to work and demonstrates to them that the company cares about their employees' well-being, not just their productivity” (Edwards, 2023). According to a survey conducted by Flex Jobs among professionals who quit their jobs in 2022, 29% of them indicated they left their jobs due to poor work life balance ( Howington, 2023). The survey results indicate that most of the employees overall feel they are more stressed at home than they would like to feel. This would be a key indicator that the organization should be focusing on encouraging healthy working habits. Spring Health, a mental health provider suggests that organizations “that explicitly or implicitly encourage employees to stay at the workplace late and put in a lot of overtime—or discourage them from taking breaks or days off —can quickly lead to employee burnout” (Spring Health, 2022). Revisiting company policies

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around paid time off, flexible work options, and mental health days is a strong recommendation to improve the current status of employee burnout and prevent it from happening in the future. References Edwards, N. (2023). 15 Guaranteed ways to resolve employee burnout. Cooleaf . https://www.cooleaf.com/blog/6-guaranteed-ways-to-resolve-employee-burnout Howington, J. (2023, June 12). The changing work landscape: layoff fears and career shifts on the rise. FlexJobs Job Search Tips and Blog . https://www.flexjobs.com/blog/post/changing-work-landscape-career-shifts/ Spring Health. (2022, December 1). How to Prevent Employee Burnout at Your Organization. Spring Health . https://www.springhealth.com/blog/employee-burnout-management- prevention

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