Working remote.
Most employees are fine with taking on extra work when a coworker is on leave – but only up to a point. More than 4 in 10 employees experienced burnout when the leave period extended beyond eight weeks, the second annual Time Away Study from Aflac found.
“We know that in today's environment, employers are increasingly cognizant of providing a better workplace for their employees, but this study reveals that the challenges of covering for a coworker on leave can have a significant impact on productivity," said Jenny Merrithew, vice president, marketplace solutions, at Aflac.
Additional findings underscore the importance of proactive leave coverage strategies and offer actionable recommendations for both businesses and their workers:
- Employee mental wellbeing dropped 11 percentage points while covering for a peer.
- Twenty-seven percent of employees diagnosed with a new health condition during or after their coverage period attributed it to the increased workload.
- Eighteen percent of workers said a preexisting condition worsened while covering for a peer.
- Nearly three-quarters of employees experienced at least moderate workplace stress or anxiety while covering for a peer.
- Three in 10 said they did not receive any recognition for their additional work, despite 95% of leaders saying they have access to recognition tools.
- Two-thirds of workers newly diagnosed with a health condition while covering for a peer took time off to care for themselves.
The study underscores the need for employers to adopt proactive leave and time-away management practices to mitigate the risks of burnout and negative impacts on employee morale. Proactive planning and clear communication, along with recognition and support, can minimize the physical and mental impact on employees and foster a healthier, more productive work environment.
"To ensure there is balance in time-away programs and productivity, employers should take steps and create a strategy to support the long-term wellbeing of employees, especially during periods where they are covering for a coworker on leave,” Merrithew said. “The strategy should include clear communication, regular check-ins, and tools and support to help prevent employee burnout and boost their engagement."
Developing robust leave contingency plans that foster a culture of consistency, communication, recognition and support for employees taking on additional work could reduce the overall impacts identified in the study.
"What we discovered through this research is that leaders may not be aware of the toll that longer leave coverage takes on their employees, especially on tenured employees who may appear better equipped to manage the increased workload," said J.R. Shamley, senior vice president of national accounts business development and growth solutions at Aflac. "Leaders should ensure workers are supported, recognized and rewarded equally and commensurate with the amount of additional work that's expected of them."
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