A recent study by e-days shows that stress-related absences in HR have increased by almost 70%. Crisis management, the need for informal discussions in remote offices, and conflicts of values are some of the causes. Ways out of overload always start with improving self-management.
Corporate culture as a success factor
Stress-related absenteeism among HR professionals has increased by almost 70% during the coronavirus crisis. This is according to a recent study by the international absence portal e-days, based on data from 1,500 customers. One obvious reason for this situation is the multiple burdens employees are facing: In addition to day-to-day business, crisis management had to be ramped up, especially at the beginning of the pandemic, and the respective government regulations had to be implemented in the company’s own business concept. “In the crisis management team, we worked up to 12 hours a day for weeks, and there was always more to do,” says Natalie Rüedi, Chief Human Resources Officer at Emmi. Even though this coronavirus crisis is extremely demanding, Natalie Rüedi wouldn’t want to have missed it. This is because the exhausting start to the pandemic has brought to light the fruits of many years of leadership and cultural development in the form of strong cohesion and great commitment on the part of everyone involved. What makes Natalie Rüedi proud and gives her strength is feedback such as this from a newly recruited, experienced manager: People really are at the center here; he has never experienced this in any other company. This shows that a strong, continuously nurtured corporate culture is not only a hygiene factor, but also a success factor, especially in times of crisis.
Four key causes of stress in HR
It is a fact that we are living through a period of uncertainty, limited predictability, and digital fatigue, and that this is sometimes pushing us to or beyond our limits. The Swiss Corona Stress Study conducted by the University of Basel shows that 20% of the Swiss population is experiencing maximum stress. Jacqueline Kaufmann, Head of HR at Bossard AG, sums up the ongoing strain as follows: “Despite COVID-19, we are seeing increasing staff turnover and, as a result, more effort is required in recruitment. This is not a seasonal phenomenon, but has been going on for over a year. So there is no time to catch our breath.” Beyond industry-specific issues, what are the real causes of stress in HR? From various interviews with CHROs, we have identified the following four causes of stress:
- Increasing demands: As processes become increasingly digitized and new technical methods are introduced, the demands on methodological skills in general and in HR in particular are rising. In addition, remote management is becoming increasingly important, which needs to be managed by HR. In this context, it is a logical consequence that, with the workload in day-to-day business remaining the same, there is a growing need for one-to-one discussions and support, both within HR and on the part of the business. As these discussions are often emotionally stressful, HR managers are required to strike a balance between personal commitment and emotional detachment.
- Indecisiveness in the executive board: When HR managers have to resolve conflicts or deal with frustrations caused at the executive board level, it can be exhausting. One interviewee reports that his CEO has been postponing the implementation of a centralization decision (which has already been decided upon by the executive board) for months. This leads to unclear responsibilities and idle time on many levels.
- A culture of appearance over substance: Those who work in an environment where influential figures are more interested in their own gain, where political maneuvering is not the exception but the rule, will find it difficult to perform their HR duties to their own satisfaction. It is more than understandable that this can erode self-esteem and cause emotional stress.
- Conflicting values: Due to the home office situation, there is an increased need for informal communication in many places. It is obvious that HR managers are predestined to lend an open ear to the concerns of line managers and staff. However, when the workload leaves less and less room for such informal conversations, internal tension arises: Many HR managers see actively listening and offering themselves as sparring partners as a basic service. However, the growing backlog of work leads them to cut the conversation short. This is one of many value conflicts. Another example: a production manager insists on keeping the workforce fully employed despite coronavirus measures. This means that people in the risk group are not to be provided with more comprehensive safety precautions, as intended. The conflict of values is: loyalty to the production manager versus protection of the employee. If an HR manager does not vehemently counteract this from an ethical point of view, they find themselves in an internal conflict of values. This naturally has a stressful effect.
Successful approaches to counteract overload
Depending on the current stress situation, one or more of the following approaches may be helpful:
- Strengthen your life balance: When dealing with stress and overload, the starting point is always improved self-management. The more our self-esteem is linked to status, performance, or acceptance by others, the more we tend to overexert ourselves. The following questions may help you strengthen a harmonious balance: What are short or longer breaks that change our mood? What indoor or outdoor activities provide a successful distraction from recurring thought patterns? What intellectual, emotional, or spiritual inspirations open up new paths for us? There are no limits to creativity. The art lies in establishing strengthening habits.
- Driving decisions: As a strategic partner on the executive board for HR, leadership, and cultural issues, it is extremely important that the CHRO develops trust-building approaches to bring pending decisions at C-level to fruition. This requires tact, perseverance, and a willingness to repeatedly put oneself in the spotlight.
- Setting boundaries: “We all face significant challenges in our daily lives. This makes it all the more important that we truly relax during our vacations, for example. I always say that no emails should be read or answered during vacation. There are deputies for the vacation period. That also applies to me,” says Natalie Rüedi. This support from above promotes trust and loyalty. If these conditions are not met, it is important to identify the stress situation on the basis of objective facts and set boundaries yourself.
- Ensure external support: Luciano Ponti, Director of Human Resources at Groupe E, ensures that employees at risk of burnout receive support either through social services or coaching. Stress and burnout prevention seminars are offered to managers in order to counteract the negative spiral of overload as early as possible. And, of course, it is important for every CHRO to have a sparring partner at their side. Whether this is their own partner, a friend, or an executive coach, it is always about critically reflecting on one’s own attitude, perspective, and actions in a supportive manner.
The article was published on HR Today on June 11, 2021: Successfully reducing overload in HR | hrtoday.ch
