Last year, employee engagement hit its lowest point in a decade, with just 31% of employees engaged in their work. While employee attitudes have certainly shifted in the past few years and labels such as “quiet quitting” and “quiet cracking” have frequented the news cycles, we not at the point of no return. However, it’s important for insurers to be vigilant in addressing signs of employee burnout early on – even before the point of active disengagement.
According to a January 2025 report by the National Alliance on Mental Illness, 52% of employees have felt burned out at work during the past year. More than one-third of individuals said these feelings have made it difficult to do their jobs and 32% have either quit or considered quitting due to their role’s impact on their mental health. In the current environment, the ability to identify burnout and proactively combat disengagement should be an ongoing management priority.
Engaged employees are connected to their work, tend to go above and beyond, help encourage new ideas, and set the tone for an overall positive company culture. As a result, the benefits of a highly engaged workforce extend far beyond a happier work environment. An engaged team is more productive, contributes to higher customer satisfaction, is primed for greater creativity and innovation, and ultimately leads to greater organizational success. Additionally, keeping employees engaged in their roles is essential for retention and the ongoing health of your workforce.
Identifying Signs of Burnout
Especially in remote or hybrid environments, it’s not uncommon for managers to miss the initial signs of burnout, which can eventually lead to longer term disengagement. While burnout can manifest in a variety of ways, here are a few things to watch out for:
The employee isn’t reaching out to you or teammates at least daily (whether in person or on a messaging platform) with questions or updates.
When they do talk with you, most of the conversation is negative or they are complaining about co-workers, clients or the work.
They’re not prepared for one-on-one meetings or other discussions.
Deadlines are missed with increasing frequency.
The individual is taking last minute PTO on a regular basis.
Their work quality declines.
They aren’t interested in participating in team activities.
Addressing Suspected Burnout
While everyone has bad days, if you’re noticing any of these behaviors consistently in an employee, it’s worth taking action. Schedule time to have an honest and direct conversation about how they feel about their work and their future with the company. Ask if there’s anything they wish they could change about their role – whether it’s something to potentially add or remove, as well as if they have suggestions for how you can help them be more productive or successful. There are several factors that may lead employees to feel burned out in their roles, including excessive workloads, monotony in their work, misalignment of skills, feelings of being undervalued, lack of recognition or inadequate support. Aim to have an open and honest conversation to help uncover their current feelings, show you care, and make adjustments within your control.
Maintaining Engagement
Along with being aware of potential signs of burnout, you can also take steps to prevent burnout and disengagement before it becomes an issue. Have a few processes and strategies in place to promote ongoing communication and keep employees engaged to the best of your ability.
Frequent One-on-Ones: Have regular formal check-ins with each of your direct reports to ensure they are set up for success and are feeling adequately connected to both the team and company. Depending on the individual’s tenure and functional area, these meetings should take place every one to two weeks. Prioritize these meetings and if you do have to cancel, commit to rescheduling in a timely manner. Create a set agenda and hold employees accountable for adding topics they would like to talk about each week. This includes opportunities, successes, challenges and areas where they need more support.
Career Development: Help employees see their futures with your company by working to create a career development plan that accounts for their short- and long-term goals. Where do they want to go within your company? How can you help get them there? Work with your team members to map out their professional futures and support them in working toward those goals.
In-Person Team Activities: If the majority of your employees are remote or hybrid, ensure you are creating opportunities for in-person interactions. Even if it’s once a year, getting together as a team can build essential bonds and working relationships. Additionally, it’s likely remote employees have at least one colleague who works near them. Encourage them to meet for informal lunches or coffee every few months if possible.
An engaged workforce is essential for a company to reach its full potential. By taking a proactive approach to engagement that identifies and addresses burnout early on, you’ll be best equipped to build a positive and productive team that contributes to ongoing success.