Extinguishing the risk of burnout


New research from global health service company, Cigna, reveals expats are suffering stress levels like never before, with 98% having experienced burnout – physical or emotional exhaustion – in the last 12 months. The cost-of-living crisis (34%), personal finance (31%) and uncertainty about the future (24%) are among the biggest concerns keeping people awake at night.


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igna’s findings add to similar surveys that together show how globally mobile people feel increasingly stressed, isolated from their support networks and unsure how to seek help. Employers too are struggling to communicate the


help available. All of us are grappling with the question of how to align wellbeing support with diverse employee needs in our multigenerational mobile workforce. Unpacking these very important issues, a Future


of Work Festival Wellbeing & Engagement Hub conversation, facilitated by Rob Fletcher of Heart Relocation, Kellie Noon of Onno International Awareness and Dr Claus Springborg, leadership consultant, asked: “what can organisations do to create the conditions that support wellbeing?” Delegates and the Hub experts sketched out what


healthy and productive workplaces look and feel like in this age of work intensification and burnout. The Hub’s conclusions point to the vital role of people leaders – including Global Mobility HR and the wider corporate leadership – in creating the culture, practices and working environments where people can thrive. Broadly, it is where employees can play to their


unique strengths in concert with other team members, in a purposeful work environment that fosters community and creates possibilities for people to take control and be an agent of change. Three key conclusions emerged from the Hub’s dialogue based on research and experience.


1. REWARD HAS TRADITIONALLY BEEN FINANCIAL – IT IS TIME TO CONSIDER ALTERNATIVES Financial wellbeing is a double-edged sword. Over a certain level of income, many studies show people would prefer to have more time rather than more money. One report found that earning more money bids up the


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amount people need to make them happy, to the tune of £1.60 for every £1 extra earned. With around three- quarters of people re-evaluating their priorities post- pandemic, the time and money equation is important for employers looking to retain their people. The four- day week experiment has shown improved engagement and wellbeing. Some employers are also offering long- service benefits in the form of extended paid time off or sabbaticals so people can pursue passion projects or travel.


2. TOGETHERNESS AND COMMUNITY ARE INCREDIBLY IMPORTANT AT WORK Close social connections are the lifeblood of healthy workplaces. With hybrid and remote working increasingly prevalent, this is both a burgeoning and important area of research as we move into new ways of working and communicating. It touches on questions around what the criteria are for being a member of a workplace community or team, and who takes responsibility for them. Interestingly, high performing organisations pay attention to the team as well as the individual, for example by offering team coaching.


3. APPRECIATING INDIVIDUALS – UNDERSTAND WHAT MAKES PEOPLE TICK Working in harmony with our unique character traits is satisfying and enhances our wellbeing. It takes less energy and we are more likely to get into productive flow states. The key is to create the conditions for this to happen. People connect emotionally to work where they feel what they do makes a difference, which also builds resilience. This creates an uplift in performance and wellbeing, which are much needed in these rapidly changing times. Balancing remote working and wellbeing is also about encouraging people to find healthy ways to release stress.


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