Too much work?

April 16 2002 - Three new surveys indicate rising workloads and expectations.

A survey by OfficeTeam suggests that employees have too much to do and too little time to do it. In fact, 74% of managers surveyed feel that average employees are 'somewhat overburdened' and almost a tenth (9%) believe the workload is significantly too heavy.

OfficeTeam's survey includes responses from 100 executives working for some of Canada's largest companies. They were asked to respond to the following question: "Would you say the average employee has too much to do or too little to do in his or her job?"

Results were:

"Addressing the challenges of heavy workloads can improve morale among staff and help companies retain their best talent," said Lesley Gunn, branch manager of the Toronto OfficeTeam location. "Today's managers can assist overworked employees by first acknowledging the problem and then providing solutions to alleviate demanding schedules."

Lesley Gunn offers the following suggestions:

* Talk to staff - How do employees view their responsibilities? Are unrealistic deadlines impacting the quality of their work or level of job satisfaction? Their perceptions may be very different than yours.

* Ask for activity reports - Review each employee's tasks to determine which projects are taking the most time. Make sure the most critical initiatives are getting the majority of resources.

* Reward smart work habits - Someone who is putting in long hours may be working hard, but is he or she also managing time wisely? Clarify your expectations with employees, and take steps to recognize teamwork, innovative ideas and problem-solving skills.

* Get help - Bringing in temporary staff to assist during periods of peak activity or for special projects can alleviate some of the burden on full-time workers.

* Keep your door open - Maintain an environment in which employees are not afraid to ask for help when workloads become too heavy. Be willing to reallocate resources as needed.

Executive workload

And another survey indicates that managers also feel there aren't enough minutes in the day. The survey developed by Robert Half International Inc. showed that, on average, executives surveyed said they work 51 hours each week. Almost one half (46 per cent) said the time they spent on the job had increased compared to five years ago. About a third (32%) reported working the same hours and 22% said they were working fewer hours. This survey also took responses from a 100 executives in Canada's largest (top 1000) companies.

"Overtime isn't uncommon among executives, particularly in today's business environment where maintaining productivity with fewer resources is the norm," said Max Messmer, chairman and CEO of Robert Half International and author of Motivating Employees For Dummies (Hungry Minds, Inc.). But Messmer cautions that managers who continually work extended hours are at risk of burnout, which can impact their performance over the long term.

"Executives should regularly evaluate workloads, looking for signs of excessive overtime among employees at all levels," Messmer advises. "Shifting priorities, reassigning tasks or bringing in temporary workers during peak business cycles can often alleviate some of the burden on full-time staff."

"Effective time-management is the best tool for professionals with heavier-than-normal workloads," said Kathryn Bolt, district president of Robert Half International's Canadian operations. Bolt recommends taking a few moments each morning to plan the day, prioritize projects and decide which tasks can be effectively delegated.

Expectations of support staff

The American Management Association in tandem with CMC, their Canadian affiliate, conducted research about expectations and demands on today's administrative professionals. Nearly 300 respondents were surveyed including secretaries and administrative assistants, executive assistants, executive secretaries and office managers.

Chris Peacock, Executive Director, CMC Conferences commented: "Broadly stated, the underlying condition identified by the research is that there are new and powerful challenges to the very bedrock of business - the support staff. As many of their co-workers are being laid off, they are not only being asked to do more work, but in many cases work that they are untrained to do. Many feel reluctant to voice concerns, however, for fear of becoming 'redundant' themselves. Predictably, this situation is causing a drop in morale and ultimately, productivity."

Some illuminating findings from the survey include:

* 40% of respondents reported an increase over the previous year in the number of people to whom they report. Almost 60 per cent said they were now reporting to more than one supervisor.

* Almost 40% of respondents now supervise at least one other worker

* More than 50 per cent of respondents reported considerately more work, and subsequently longer hours, because of downsizing and an uncertain economy.

* Over 50% of respondents believed they were doing more (and dealing with new tasks) compared with a year ago. Main increases in activity were in:

- product/team co-ordination, (75% increase)
- information management (70% increase)
- coaching other administrative personnel (65% increase)
- Correspondence and communications (60% increase).

But fewer than 20 per cent of the employees surveyed had received any training in project management, people management, or business writing.

Often feeling out of their depth, the rise in stress factors is substantial. "There is little appreciation for just how rapidly - and how violently - the ground is shifting," says Peacock. "We're really in a 'piling on' situation, with workplace pressures mounting at an excessive rate."

"It's not just the employees, who suffer though," Peacock points out. "These things all result in an increase in the amount of time taken off work Approximately 80% of doctor visits are for stress-triggered illnesses. The resulting loss to the 'bottom line' of Canadian Business productivity is enormous - $8 billion annually at last count. All of these factors demand a well-thought-out coping strategy".

The answer lies in training and a sharing of information. These are the only ways to protect companies from staff who are compromised experientially, and, subsequently, physically and emotionally."