From Burnout to Brilliance: Rethinking Employee Engagement and Wellbeing

Keywords: Engagement, Mental Wellbeing, Burnout, Sustainable Business

Authors: Anna-Rosa Le Roux, Lisa Munro

Date: 3 April 2024, Worklife Digital

In today's fast-paced and ever-changing business landscape, one thing remains constant: the crucial role of employees in driving organisational success. While many organisations have an established history of measuring employee engagement, now more than ever, companies need to recognise the interconnectedness between employee engagement and psychological wellbeing. 

In a recent study by Gallup*, it was evident that workers who are engaged but not 'thriving' (experiencing a high level of well-being as measured by the Cantril Scale), pose more risks to their organisation. When comparing engaged employees who are thriving with engaged employees who aren't thriving, several risks become apparent: a 61% higher chance of frequently experiencing burnout, a 48% higher likelihood of daily stress, a 66% higher chance of daily worry, and twice the rate of daily sadness and anger.

By adopting a holistic approach that addresses both aspects simultaneously, organisations can foster a culture of resilience, innovation, and sustained success. Despite budget constraints and external pressures, taking proactive steps to prioritise employee wellbeing is not only a moral imperative but also a strategic necessity. Organisations that prioritise both engagement and wellbeing become employers of choice: 

“If employees strongly agree that employers care for their wellbeing, they are 69% less likely to actively search for a new job, 36% more likely to be thriving in their overall lives and 5 times more likely to strongly advocate their company as a great place to work, as they trust the leadership of the organisation”, (Gallup, 2022**)

But what is the difference between psychological wellbeing surveys and organisational engagement surveys?

Psychological wellbeing surveys and employee engagement surveys serve different purposes and focus on different aspects of individuals' experiences within the workplace:

Psychological Wellbeing Surveys:

• • Designed to assess individuals' mental and emotional states, including their overall satisfaction with life, feelings of happiness, stress levels, anxiety, depression, and other psychological aspects.

  • Often include questions related to subjective wellbeing, such as life satisfaction, positive affect, negative affect, and overall happiness.

  • May also cover areas such as work-life balance, resilience, coping mechanisms, and perceptions of social support in both personal and professional contexts.

  • Aim is to understand employees' mental health status and identify areas where support or interventions may be needed to improve overall wellbeing.

Employee Engagement Surveys:

• • Focus specifically on employees' level of engagement, commitment, and motivation within the workplace.

  • Typically assess factors such as job satisfaction, organisational commitment, sense of belonging, alignment with organisational goals, motivation, and intention to stay with the company.

  • May also include questions about perceptions of leadership, communication within the organisation, opportunities for growth and development, recognition and rewards, and the overall work environment.

  • Goal is to gauge the extent to which employees are emotionally invested in their work and the organisation, as well as to identify factors that may impact their engagement levels positively or negatively.

How they work together

There is a high direct correlation between well-being and engagement and they also influence each other. Wellbeing enhances the benefits of engagement, lifting performance levels higher than just with engagement alone. Maximising the use of employees’ natural strengths boosts performance when both engagement and wellbeing is high:

• • Amongst employees who are both disengaged and have suboptimal wellbeing, only 52% are thriving

  • Amongst engaged employees with suboptimal wellbeing, there is an increase to 65% of employees that are thriving

  • But, amongst employees who are both engaged and have high wellbeing, 92% are thriving  (about 12% of the U.S. working population), (Gallup, 2020***)

Wellbeing and engagement, together, protect employees from burnout. In research studies, workplace burnout is reduced to near zero among highly engaged, high wellbeing employees. Wellbeing is the sustainability of engagement. 

HR Execs need to have a deep understanding of both wellbeing and engagement to inform a holistic people and culture strategy.

Worklife Digital has integrated a Workplace Health Index within the WLQ (WorkLife Quotient) assessment to measure Psychological wellbeing together with organisational factors influencing both engagement and wellbeing. Employees will therefore have the benefit of psychological needs being met, the best chance to be protected against burnout, increasing the likelihood of being engaged with the organisation.

In summary, while both psychological wellbeing surveys and employee engagement surveys aim to assess aspects of employees' experiences within the workplace, they focus on different dimensions. Psychological wellbeing surveys primarily focus on mental health and emotional states, whereas employee engagement surveys primarily focus on factors influencing employees' engagement, motivation, and commitment to their work and organisation.

As we navigate through unprecedented challenges, prioritising the holistic wellbeing of employees isn't just a compassionate choice; it's a strategic imperative for building resilient, thriving organisations poised for sustained success in an ever-evolving landscape.

References

*Harter, J. Thriving Employees Create a Thriving Business. Workplace, June 26, 2020 (Updated April 14, 2021).

**Harter, J. Percent Who Feel Employer Cares About Their Wellbeing Plummets. Workplace, March 18, 2022 

***Witters, D. 10 Ways Leaders Can Improve Engagement and Wellbeing. Workplace, October, 2020.