There was once a time when New York City held the sole claim to the moniker, “the city that never sleeps.”   But due to a growing workload and an ever expanding work day, that designation no longer applies only to the Big Apple.  Today, it’s Baltimore.  And San Diego.  And Little Rock.  And Peoria. 

Over the course of the past few years, a number of factors have altered expectations for working Americans.  The old norm of a 9 to 5 job is now as out-of-date as a rotary dial telephone.  Our workdays are longer, often starting earlier and ending later in the night.  Even when we are not at work, cell phones and Blackberries keep most Americans connected 24X7.  Simply put, for many of us, the 8 to 6 workday, which seemed a ridiculous extension of the 9 to 5 schedule, no longer exists. 

According to a recent Accenture survey of some 500 full-time workers in the U.S., nearly two-thirds (63 percent) report that their workloads have increased over the past 12 to 24 months. 

What do these workers think are the chief culprits for this increase?  Fully half (50 percent) attributed it to their organizations’ reluctance to hire additional staff, despite the fact that those organizations were prospering.  Second on their list of reasons for the increase– cited by almost four in ten (48 percent) – was a change in their organizations’ direction or strategy.  Other causes included reorganization, a promotion and new responsibilities, a change in senior leadership, new technology and failure to replace a colleague who left the organization (cited by 40 percent, 33 percent, 33 percent, 30 percent and 27 percent, respectively). 

The Cost of Work

With professional and personal lives converging, these increased work demands have come at a price.  Almost half (49 percent) of those who have a heavier workload reported that their increased responsibilities have negatively affected – and added stress to – their private lives. 

We asked those who said the extra work was negatively affecting their personal lives what actions they would consider taking to address these new stress levels, and three-fourths (75 percent) said they would discuss the issue with their friends and family.  Less than half (42 percent) would talk to their supervisor, and almost one in three (29 percent) would consult a doctor.  But only 24 percent offered that they would consult their human resources department, and, almost one-third of respondents (31 percent) said they would leave their jobs

These findings are significant – some would say alarming – to companies that seek to recruit and retain a committed workforce.  They raise questions vital to managing a changing workforce, and they underscore the importance of superior talent management. 

Until recently, organizations focused on doing more with less, by not replacing exiting employees and asking staff to absorb extra responsibilities.  But as large numbers of baby-boomers begin to retire in the next few years, their replacements will come from a “net” generation that places a high priority on a healthy work/life balance.  If senior managers fail to address the issue of stress in the workplace, members of this new workforce generation will force them to do so. 

The HR Department

One place to start is the human resources (HR) department.  The fact that so few survey respondents would go first to their HR departments may well reflect the fact that many HR executives have focused on streamlining their functions to reduce costs, and employees recognize that there are fewer resources in that department that can help them.  But, when senior management develops a performance management plan or makes workforce engagement a priority, the responsibility for it most likely falls to HR.  That department then must place importance on executing and supporting these programs, thus making it more likely that employees will reach out to the function for help.

At the same time, HR must also be a strategic business partner to the business.  This transformation includes taking steps such as shedding “administrivia” – transactional, low-value tasks – and leveraging technology to enhance productivity and performance.   Becoming a business partner may also necessitate integrating HR professionals into the business units.  With a built-in commitment to “growing” talent, these professionals will be in a better position to diagnose and treat the stress/workload issue, either in collaboration with management or on their own.

Engaging the Workforce

Although organizations are frequently busy putting out fires, it’s in everyone’s best interest to focus on the fire fighters before they disengage from their work.  Executives must carefully think through approaches to encourage employee loyalty.  They should develop an overall human capital strategy – and discuss it openly and candidly with employees. 

The strategy will be different for every organization, but most will incorporate processes that focus on some or all of the following: rewards and recognition, tied to job performance and results; training that provides employees with plenty of learning opportunities; knowledge management tools to help employees find the knowledge and resources they need to perform optimally; frequent, direct performance appraisals; and a physical workplace conducive to high performance. 

Senior managers should also keep employees informed about major organizational changes and initiate programs to reduce the negative impact of those changes on morale, productivity – and stress.  Additionally, they should provide frequent, personalized attention to employees’ career development and planning, so they can anticipate heightened stress levels.  This way, when employees go to their supervisors to discuss their workloads and the resulting stress, managers can consider offering alternatives that fit with the nature of their business, e.g., flexible work arrangements, telecommuting, etc.

The “little” Things

One effective answer to the problem of overworked employees is actually quite easy, and that is to let them know that their managers recognize and appreciate their increased commitment and contribution.  Simple acts of acknowledgement – for example, providing small perks that make life a bit easier – can reap benefits in excess of their costs to the employee and the organization. 

For example, one senior manager developed the habit of writing brief thank you notes – often accompanied by a gift certificate to a local restaurant or shopping mall – to team members after particularly challenging events, such as an executive presentation, completion of a project, etc.  Sometimes the recognition was for things as simple as working late one night to participate on a conference call with a colleague in Australia, or for picking up the work of a sick colleague.  That manager has been amazed by the positive reaction from the team. 

Of course, some things won’t change – the workday will continue to expand and work-related stress will continue to increase.  But other things will change, and leading organizations will act quickly, knowing that recognizing important employee issues, such as workload-related stress, and taking steps to address them will be key in achieving sustainable competitive success.