3 ways to get more out of your employees without overworking them

Labour shortages mean employees are being asked to do more. Here’s how to apportion more responsibilities in a meaningful, sustainable way.

Fifty-eight per cent of US employees have been asked to take on additional work responsibilities in the past three months. According to Eliza Littleton, a senior economist at the Australia Institute’s Centre for Future Work, the work/life balance of Australian workers is, on average, worse than in the US.

Workers are working harder, longer, and often for no additional compensation. According to Gallup, employees who have been asked to take on additional responsibilities are:

• 2.5 times as likely to often or always feel burnout at work.
• Fifty-five per cent more likely to watch for or actively seek a new job.
• Thirty-nine per cent less likely to be engaged at work.
• Half as likely to think their employer cares about their wellbeing.

There’s a cycle to the way demand interacts with employee productivity. When employees are asked to do more, they are more likely to feel burnt out, become less engaged, and generally less productive. The opposite is often the case when demand eases slightly.

That said, giving an employee broader responsibility can be an effective way to boost career development and show your investment. “New responsibilities can supercharge career development, if communicated clearly and structured carefully,” said Gallup.

Indeed, the number one reason people change jobs is “career growth opportunities”. Often, the issue isn’t volume; it’s about communication and structure.

Employers should keep the following three rules in mind when giving employees additional responsibilities:

1. Find the right match

“When possible, roles and responsibilities should be customised to match individual talents and organisational needs,” said Gallup.

Regarding talent, Amy Gallo, writing in the Harvard Business Review, recommends that employers consider the “competence-challenge balance” when delegating additional responsibilities.

“Team leaders should assign new work with an eye toward individual strengths,” Gallup explained.

“When people have the chance to do things they are naturally good at, they are less stressed, even as they accomplish more.”

Ms Gallo said: “You need to always be assessing your people and be sure they are working at the edges of their abilities.”

While employers should challenge their employees, it’s crucial that new responsibilities will not overwhelm them.

Further, while new opportunities will not always match the interests of your employees, it’s important to find these correlations when possible.

It’s also worth remembering that ability is distinct from enjoyment. “Many managers fail to consider that just because someone is good at a job, doesn’t mean she will take pleasure in it,” explained Ms Gallo.

If the opportunity might better interest another employee, consider giving it to them. Where this isn’t available, communication is key.

2. Develop a clear vision

“One of the greatest tools a manager can use is an authentic, honest conversation with the individual,” said Susan David, co-director of the Harvard/McLean Institute of Coaching.

As noted by Ben Fanning for Inc. Australia, an employee’s buy-in to additional responsibilities will largely revolve around the “why” they are offered.

“Your explanation of ‘why’ can address how digging a little deeper expands their personal capacity as well as addresses a specific need of the organisation,” said Mr Fanning, “no one likes working for work’s sake.”

Beyond this, employees will benefit from knowing where the additional responsibilities might lead in terms of future career growth. “Employees need to see a path forward in your organisation,” said Gallup.

Engaged employees report receiving meaningful feedback at least once a week. These can be informal conversations or regular performance reviews. “A lack of recognition can lead to a dying culture,” said Heidi Lynne Kurter for Forbes.

3. Reward growth

Rewards for employee growth go beyond raises and promotions. Sometimes, budget constraints will mean a meaningful raise is off the table. Other times, the additional responsibilities will expand the employee’s existing role without justifying a promotion.

“Leaders are often comforted by their capacity to give a raise or a promotion because these strategies are seen as tangible and executable,” said Ms David.

“However, while these extrinsic motivators are a useful and important part of keeping employees engaged, they are certainly not the only ones.”

A reward can be as simple as recognition. Or it may be taking the time to contextualise the employees’ new responsibilities as a step towards future growth.

“Overreliance on pay and promotion as motivators leads to an organisational culture that is very transactional and disengaged,” explained Ms David.

Well-managed apportionment of additional responsibilities, instead of costing employee wellbeing and productivity, can benefit both them and your bottom line.