The human cost of digital transformation

While technology has streamlined work, it has also created an overworked and overstressed workforce that feels obligated to be connected 24/7. This is true across all generations, but especially amongst millennials.

In fact, a recent survey by Project:Time Off and GfK found that young workers are more likely to see themselves as "work martyrs" than their older counterparts.

With the majority identifying with the following statements:

• "No one else at my company can do the work while I'm away."

• "I want to show complete dedication to my company and job."

• "I don't want others to think I am replaceable."

• "I feel guilty for using my paid time off."

Why millennials feel this way can't be pinpointed to just one reason, but technology definitely plays a part. Connectivity, remote working solutions, and globalization made possible via new technology have made it so that employees can work from virtually anywhere.

As the first truly connected generation, millennials are entrenched in this new form of work. For them, not abiding by the seemingly 24/7 working environment the internet and new tools have enabled generates stress.  

Related: Employees are burnt out and stressed, survey shows

Of course, burnout does not only affect young generations. Always being contactable, knowing that there is something pending that's being ignored, and the constant "dings" of new emails are not pleasant experiences over the long term. For those transitioning from older to modern workflows due to the emerging technologies at work, the stress can be compounded.

Worth noting is the risk for managers in applying generational stereotypes to their team members that could turn out to be false. The key for managers is to understand what makes them, and their team, distressed – and most importantly – what makes everyone happier.

Likewise, not all stress is bad. As any parent can attest when they know they're expecting, stress can often be beneficial, often times prompting positive action.

This is a type of positive stress that arouses and prepares the body and mind for action—technically called "eustress." It stands in stark contrast to the "distress" often felt when overwhelmed with work.

Stopping burnout before it happens

Senior management can have the greatest and most direct influence on company policies, and that power can help prevent burnout. But as burnout varies from person to person, we recommend not using a blanket approach when trying to preventing stress overload.

The best thing senior management can do is offer flexible (or no) policies, and rather empower managers and employees to do what they think will be best for themselves, their teams, and the company as a whole. Management must find a way to trust employees to do what's right.

With this approach, managers will become attuned to their teams — making it a daily habit. They will recognize that each person is unique in what motivates (and demotivates) them. Armed with that truth, managers can be precise in their approach.

Both sides of burnout

Focus should be on both sides of burnout — including relief. Stress can be counterbalanced through clear priorities and goals, freedom of choice in how those goals are achieved, and providing the resources to do so successfully. Be it positive feedback or monetary rewards, recognition is another activity that can have a huge impact on employee welfare.

Ultimately, as technology allows us to be connected and reachable at all times, we must not let it dictate how we work. Frequent appraisals of employee sentiment, and acting on that feedback in a tailored fashion can safeguard against burnout. In the meantime, we need to ensure that we find ways to adapt technologies and workflows to our needs, rather than just adapting to them.