As businesses continue to push for higher levels of quality, service, and overall business agility, the pressure on individuals at the managerial level is on the rise. Managers are deluged with sets of competing demands, challenged with leading teams made up of different personalities, and ordered to do more with less. As a result, they find themselves working longer hours and become more prone to experiencing work burnout.

A recent survey conducted by Gallup found that out of 7,500 full-time employees, nearly 23 percent reported feeling burned out at work often, while an additional 44% reported feeling burned out sometimes. 

To make matters worse, the COVID-19 pandemic is causing managers and employees to struggle with the transition to working from home, keeping workspaces healthy and virus-free, job insecurity, and a list of other concerns. As a result, managers may find themselves experiencing feelings of isolation, exhaustion, or resentment. 

Even the most resilient managers who began their careers with zest and drive can succumb to burnout due to a variety of challenges and stresses. According to a survey conducted by Deloitte, 77% of professionals have experienced burnout at their current job due to factors such as lack of support and recognition, unrealistic expectations and deadlines, as well as working long hours.

When managers hit their limits, it’s almost impossible to support team members or help them avoid their own burnout. Recognizing burnout symptoms early is crucial for managers, not only for their own well-being but also for the well-being of their employees.

When you think of a nonprofit organization, you might picture an army of volunteers graciously donating their time without pay. In reality, nonprofits run much like corporations with paid employees and regularly scheduled paydays. They face challenges similar to for-profit businesses like accurately withholding payroll taxes while also facing obstacles unique to nonprofits such as staying within a tightly limited budget, using grant money for certain payroll expenses, and determining reasonable executive compensation. While all this may sound overwhelming, proactive research and preparation can help make understanding and implementing nonprofit payroll easier. Here’s a look at what leaders of nonprofit organizations need to know.

As waves of COVID-19 cross the country and state and local stay-at-home orders are phased in and out (and in again), employers have big decisions to make about not only when employees should return to work, but also how.

COVID-19 has heightened awareness of our health and safety like nothing else in recent memory, and it has left many to worry about the role that their surroundings play in terms of cleanliness and protection. One of the biggest fears that many are facing is the prospect of returning to work mid-COVID-19.

In a CBS News poll, 70% of respondents reported the top national priority should be to “try to slow the spread of coronavirus by keeping people home and social distancing, even if the economy is hurt in the short term.” In essence, the survey reveals a real-time conversation playing out in which many people are left speculating what the return-to-work plans will be in the coming months.

Some employers have already jumped in and called employees back to work, while some have extended work-at-home policies through the end of 2020. There is no one right answer for every employer. But if you do decide to bring employees back, or due to your industry your workplace never closed in the first place, you should be prepared to diligently implement the changing best practices to reduce workers’ exposure to COVID-19 in the coming months, or perhaps even year.

 The COVID-19 outbreak has caused a domino effect of unprecedented events to disrupt the global economy – massive layoffs, the plummet of the stock market, interruptions to supply chain and demand, and the closing of "non-essential" businesses – all of which have been defining the new normal for today's world.

As COVID-19 cases continue to grow worldwide, employers and employees alike are scrambling to adapt to the restrictive social distancing protocols and stay-at-home orders. The uncertainty of what the workplace stands to lose – and gain – from the changes brought on by COVID-19 has caused immense levels of stress about returning to work post-pandemic.  

While COVID-19 will inevitably leave its mark on the workplace, employers can use the pandemic as an opportunity to transform current challenges into something positive, to come out better on the other side. Through an idea known as post-traumatic growth (PTG), businesses can move beyond merely accepting the negative impacts of the COVID-19 pandemic, and find the silver linings.

Communication with employees is the foundation of success for any business. It's even more crucial during a crisis.

With so much uncertainty surrounding the present and future impacts of the COVID-19 pandemic, leaders are forced to address issues they never have before. Some are finding that their current internal crisis communication plan needs tailoring to tackle the unique challenges posed by COVID-19. For others, this will be a crash course in crisis communications.

To effectively communicate with employees during difficult times, it's essential to keep employees' psychological wellness in mind by being transparent, empathetic, and responsive. Here are a few tips you can follow to keep workplace morale from sinking, promote productivity, and position your company to be an employer of choice on the other side of the crisis.

Owning a restaurant comes with responsibilities to both patrons and employees. For patrons, food quality, a clean environment, and friendly customer service top the list. When it comes to employees, a safe working environment, proper training and equipment, and friendly managers and coworkers are key to keeping them engaged and happy. But one thing outweighs all other worker benefits: meeting expectations on payday. If you don't provide employees with the right amount of wages at the right time, everything else becomes irrelevant.

Research from the Society for Human Resource Management (SHRM) shows companies that invest in a detailed, effective onboarding program retain 50% more of their new hires than their competitors. Similarly, employees who have a positive onboarding experience are 69% more likely to stay employed at their current company for at least three years. With the unemployment rate reaching new lows, signaling a decrease in potential new hires, it’s more important than ever to invest time in crafting a good onboarding experience.

When a business reaches a certain number of eligible participants for their 401(k) plan, federal law requires an independent audit of that defined retirement plan. Larger companies are more accustomed to this annual requirement; however, owners and managers of smaller businesses may never have experienced a 401(k) audit or don't know nearly enough about it.

No matter the size of your business, or how good your retention rate is, from time to time, an employee resigns in favor of other opportunities. For them, it means a new chapter in their professional life. For you, it means closing the book on their employment with your company.

If you’ve been putting up with a payroll and HR system that no longer works for you and your employees, it’s likely time to take the leap and move to a new system. Switching systems can mean fewer manual processes and streamlined data flows, giving your team more time to focus on more strategic and people-oriented tasks within your department. If you’ve determined switching is the best option, you’re likely concerned about the work involved in moving to a new system. Working with unfamiliar technology and people, loading and mapping employee data and history, conducting user training on the new system…it can seem overwhelming. However, you can minimize the stress and workload by following a few essential guidelines for a successful payroll implementation.