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Inadequate staffing is the top source of workplace stress according to  research conducted by Towers Perrin and The National Business Group on Health. During the recession, in a panic mode, companies laid off thousands  of workers.  The research shows that the “work more” economy companies embraced during that time still exists, even though employment statistics show that jobs are now at pre-recession levels.  From the calls I receive, it is clear that many people remain unemployed or underemployed.    Though companies are making more money,  employees are not sharing in that prosperity.  The level of after tax corporate profits as a share of the economy rose in 2011 and 2012 to 9.8 percent, the highest since 2006.

Stress is a top reason why twenty percent of  high potential employees drop out of leadership development programs, according to The Corporate Executive Board, Inc.  or CEB.  Employees have nothing left to give. They are “maxed out.”  A  2013 Florida State University survey found that 24 percent experienced increased work hours, 22 percent said the level of resources they have to do their job decreased during this time, and 29 percent said that the amount of work they were expected to do at home after hours has increased.  Indeed, at many professional, managerial and executive levels, workers are expected to put in whatever hours are needed to get the job done.  This  works occasionally, but with no time between intense work demands to recuperate, workers are rethinking their commitment to leadership roles.

According t o the CEB, 20 percent of  those involved in high potential programs left for jobs elsewhere, and twenty percent weighed the potential benefits of staying in the programs versus the pain, and decided it wasn’t worth it.   There is a perception that high performers are immune to stress, so the expectation is that they can handle it.  But a thorough investigation of the effect that long hours and high stress has on the health and well-being of the employee shows a different picture.  There is always a price to pay, whether it be premature aging and other health problems,  poor family relationships,  and lack of vacation and play time to rejuvenate.

Some companies offer services like laundry, massages , free meals or dry cleaning.  But according to CEB,  the gifts of time and flexible scheduling are more important to high potentials.  Other companies have added recognition programs or stock options.  But overall, companies have been reticent to increase compensation, despite increased stock prices. What I hear from my clients is a need to hire more employees to share the workload,  offer better performance-based compensation plans and increased flexibility in scheduling.