One inthree workers have left a job because they didn't feel theiremployer cared about them as a person. (Image:Shutterstock)

In today's "always-on" work environment that extends beyondthe physical office, employers need to think far beyond the currentnotion of work-life balance to truly support workers' well-being,according to Limeade's 2020 Employee Care Report: The hidden causes ofturnover.

"New HR technology enables companies to virtually deliver thetools, resources and communications employees need to do their jobsmore efficiently," the authors write. "But employees aren't robots.If you ask more of them or push them harder, they'll needadditional support to maintain their personal well-being and levelsof performance you are asking them to achieve."

Related: Employee burnout affecting more than justproductivity

Limeade polled 1,000 full-time U.S. workers, and found that 44percent of burned out employees constantly or often resent theiremployers. Nearly half (47 percent) of the respondents who havedisclosed a mental health issue in the workplace have experienced anegative consequence by doing so.

Many are just quitting: one in three workers have left a jobbecause they didn't feel their employer cared about them as aperson. If things get bad enough, employees will leave in pairs: 38percent of the survey's respondents have encountered a colleagueencouraging them to leave a job with them. Workers who are burnedout are twice as likely to have tried to convince another colleagueto leave the job with them.

"Employee care should be at the core of any action. Tacklingburnout is about identifying problem areas, tracking them,intervening at the group level and constantly working to resolvethe issues," the authors write. "But it's also about training HRand managers to spot the signs of burnout and create a safeenvironment to show employees you have the resources to help themrecover."

The survey also found that while 52 percent of employees havenoticed their company taking steps to improve their inclusion efforts since the #MeToo movementbegan, workplace misconduct still persists. Of those respondentswho reported an inappropriate remark about some aspect of theiridentity, 47 percent say their issue was not handledsatisfactorily.

The respondents are split on whether their employers' D&Iefforts are genuine, and 51 percent have left a job due to whatthey perceive as a lack of inclusion.

Employers need to "sell" their inclusion efforts internally,according to the report. "Start by showing employees what yourD&I goals are," the authors write. "To help your employeesrally around inclusion as a cause, your internal marketing planshould include employee-run resource groups, outside expertspeakers and tangible ways to further the conversation, such as asocial media hashtag or an internal forum to share daily acts ofinclusion."

Employers also need to make sure workers with mental healthissues can feel safe to ask for the support needed to continueworking, according to the report. Managers need to be trained onhow to have conversations with such workers in a respectful,trusting and non-judgmental way.

"Subtle discrimination toward mental health issues cannot beswept under the rug, so holding would-be discriminators accountablerequires an authentic culture for mental health accommodations,"the authors write. "This starts with proactively offering tools andresources that support emotional well-being, and ends with policytransparency and consistency at the leadership level."

As workplaces continue to ask more of their employees, employersneed to reciprocate by providing care and fostering engagement, thereport concludes.

"In renewing your commitment to offering top-tier employee care,focus your efforts on burnout, inclusion, mental health andemotional well-being," the authors write. "When you do, employeesare more engaged, more likely to stay at the company and morelikely to recommend the company as a great place to work. In short,more care means better business results — and it starts withyou."

Read more: 

• An employer's guide to battlingburnout
• 3 tips to help employees overcome burnout andachieve work-life balance
• 6 classifications of workers, based on burnoutrisk