As a wellbeing professional with over two decades of experience in the UK, I've witnessed firsthand the growing crisis facing HR professionals. The alarming trends in mental health and burnout among HR teams have reached a critical point that demands urgent attention and compassionate intervention (CIPD, 2021; Sage, 2022).
The Scope of the Crisis
In my work with organisations across various industries, I've observed a consistent and distressing pattern: HR professionals are struggling under the weight of their responsibilities, often at the expense of their own wellbeing. The statistics are sobering. According to the CIPD (2021), nearly all HR professionals report feeling burned out, and over half feel overwhelmed by their work. What's even more concerning is that almost half of HR leaders believe their role has negatively impacted their mental health and wellbeing (Sage, 2022).
Root Causes of the Wellbeing Crisis
The root causes of this crisis are multifaceted and deeply impactful:
Pandemic Pressures: The COVID-19 pandemic thrust HR into the spotlight, requiring them to navigate unprecedented challenges (Carnevale and Hatak, 2020). From rapidly transitioning employees to remote work to ensuring safety for frontline workers, HR teams have been at the forefront of organisational responses to the crisis (Caligiuri et al., 2020). Even as we move beyond the acute phase of the pandemic, HR professionals continue to grapple with ongoing demands such as managing hybrid work arrangements and addressing employee mental health concerns (Kniffin et al., 2021).
Emotional Labour: Throughout my career, I've seen how the emotional labour inherent in HR work takes its toll (Grandey and Melloy, 2017). HR professionals routinely handle sensitive, emotionally charged situations—from mediating conflicts to supporting employees through personal crises. This constant exposure to high-stress scenarios can lead to compassion fatigue and burnout over time (Figley, 2002; Maslach and Leiter, 2016).
Confidentiality vs. Transparency: Another significant stressor is the delicate balance HR must maintain between confidentiality and transparency (Parkes, 2021). I've counselled numerous HR leaders who struggle with the internal conflict of managing sensitive information while promoting open communication within their organisations. This balancing act creates a unique form of stress that's often overlooked (Ulrich et al., 2022).
Resource Limitations: In my consultations with HR departments, I frequently encounter teams that are understaffed and underfunded, expected to do more with less (Ulrich and Dulebohn, 2015). The lack of necessary tools and technologies further compounds the problem, leaving HR professionals feeling overwhelmed and unsupported (Bondarouk and Brewster, 2016).
Consequences of the Wellbeing Crisis
The consequences of this wellbeing crisis are profound and far-reaching, affecting both individuals and organisations:
Personal Impact: HR practitioners experience severe emotional exhaustion and struggle to achieve work-life balance (Demerouti et al., 2001). Many find it difficult to disconnect from work, leading to a relentless cycle of stress and burnout (Sonnentag and Fritz, 2015). This ongoing strain can result in long-term mental health issues, decreased job satisfaction, and even physical health problems, further diminishing their quality of life.
Organisational Impact: The ripple effects within organisations are equally concerning. High turnover rates within HR departments disrupt continuity and institutional knowledge, making it challenging to maintain consistent support for employees (Kossek et al., 2012). Reduced effectiveness in supporting employee needs can lead to diminished overall organisational performance and a toxic workplace culture (Guest and Conway, 2011). Additionally, the inability of HR to function optimally can hinder strategic initiatives, affecting the organisation's ability to attract and retain talent.
Broader Workforce Effects: When HR professionals are burnt out, the entire workforce suffers. HR departments are pivotal in shaping employee experiences, managing conflicts, and fostering a positive work environment. Their compromised wellbeing can lead to inadequate support for employees, increased workplace tensions, and a decline in overall employee morale and engagement.
Addressing the Crisis: Multi-Faceted Solutions
Addressing this crisis requires a compassionate and multi-faceted approach:
Investment in HR Technology: I advocate for increased investment in HR technology to streamline administrative tasks and provide adequate resources for HR initiatives (Bondarouk and Ruël, 2013). Implementing AI-driven tools can alleviate some burdens, allowing HR professionals to focus more on strategic initiatives and employee support.
Cultural Shifts: It's crucial that leadership recognises the strategic importance of HR and allocates budgets accordingly (Ulrich and Dulebohn, 2015). Organisations should normalise conversations around mental health in the workplace and implement policies that genuinely prioritise employee wellbeing, including HR staff (Grawitch et al., 2006). Leaders must model healthy behaviours and prioritise self-care to set the tone for the entire organisation (Kelloway and Barling, 2010).
Professional Development: Investing in professional development for HR teams is another key strategy. As the workplace continues to evolve, HR professionals need ongoing training and skill development to meet new challenges effectively (Ulrich et al., 2013). Providing opportunities for HR staff to attend conferences and networking events can also help combat feelings of isolation and burnout (Paauwe and Boon, 2018).
Support Systems: For HR professionals themselves, setting clear boundaries between work and personal life is essential (Kossek and Lautsch, 2012). Prioritising self-care and stress management techniques is crucial. I also encourage HR professionals to seek support from colleagues and mental health professionals when needed—there's no shame in asking for help (Maslach and Leiter, 2016).
Benefits of Prioritising HR Wellbeing
In my experience, organisations that prioritise the wellbeing of their HR teams see significant benefits:
Enhanced Organisational Culture: These companies are better equipped to support their entire workforce, leading to stronger organisational cultures and improved employee engagement.
Better Business Outcomes: Ultimately, prioritising HR wellbeing contributes to better business outcomes, as effective and resilient HR teams are essential for organisational success (Guest, 2017; Peccei et al., 2013).
Reduced Turnover and Increased Retention: By addressing the wellbeing of HR professionals, organisations can reduce turnover rates, saving costs associated with recruitment and training of new staff.
Conclusion: A Call to Action
The wellbeing crisis facing HR professionals is real and urgent. As someone who has dedicated their career to promoting workplace wellbeing, I believe it's time for organisations to turn their attention to those who have long been responsible for supporting others. By investing in the health and happiness of our HR teams, we can create more resilient, effective, and compassionate workplaces for all (Bakker and Demerouti, 2017; Nielsen et al., 2017).
References
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Bondarouk, T. and Brewster, C. (2016) 'Conceptualising the future of HRM and technology research', The International Journal of Human Resource Management, 27(21), pp.2652-2671.
Bondarouk, T. and Ruël, H. (2013) 'The strategic value of e-HRM: results from an exploratory study in a governmental organization', The International Journal of Human Resource Management, 24(2), pp.391-414.
Caligiuri, P., De Cieri, H., Minbaeva, D., Verbeke, A. and Zimmermann, A. (2020) 'International HRM insights for navigating the COVID-19 pandemic: Implications for future research and practice', Journal of International Business Studies, 51(5), pp.697-713.
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CIPD (2021) Health and wellbeing at work 2021. London: Chartered Institute of Personnel and Development.
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Sage (2022) The changing face of HR in 2024. London: Sage.
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Ulrich, D., Younger, J., Brockbank, W. and Ulrich, M. (2013) 'The state of the HR profession', Human Resource Management, 52(3), pp.457-471.
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