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Exhaustion at the Top: Over three-quarters of UK CEOs overworked and burned out
Exhaustion at the Top: Over three-quarters of UK CEOs overworked and burned out
LHH recently released the UK findings from its annual global study: ‘View from the C-Suite: Embracing the Transformation of Leadership 2025’. The report investigates the challenges the C-Suite are facing, particularly with destabilising forces at play, from inflation, to political instability and technological shifts.
The challenging economic climate, both globally and in the UK, is continuing to put pressure on the executive team. As a result, over a quarter (27%) of C-Suite executives see economic uncertainty and market volatility as the biggest external challenge for their senior leadership team.
These trying times are leading to burnout – with over three-quarters (77%) of CEOs stating that they currently feel overworked and burned out, and 80% agreeing that they would like to have more leadership support options available to them. This is having a knock-on effect on retention. Nearly half (47%) of C-Suite executives reported a turnover within the leadership team they are part of in the last twelve months. With leadership turnover high, the onus is on organisations to invest in leadership development.
When it comes to the internal challenges facing C-Suite executives, there’s a generational difference in priorities. According to the report, over a fifth (21%) view finding critical talent as one of the most significant internal challenges for senior leaders. When broken down by generation, we see a higher percentage of Gen Z (41%) leaders facing this challenge, compared to Gen X (28%).
In terms areas for improvement, 40% of CEOs believe adaptability and change management are the largest skills gaps or areas for improvement for executives within their organisation. Interestingly, nearly a third of CEOs (32%) cited strategic thinking and decision-making abilities as areas to improve.
Lack of clarity around strategic objectives is also on the mind of C-Suite executives, with 30% agreeing that it’s hindering the effectiveness of the leadership team. A lack of cohesion within the senior leadership team (26%) or unrealistic financial objectives (24%) are also cited as a hindrance.
Frances Cook, Managing Director, ICEO UK & Ireland said: “In order to combat these concerning trends, organisations need to adopt new approaches to manage senior executive talent which support leaders from both a personal and business perspective. Flexible and responsive resources are required to ensure successful internal and external transitions, enhance wellbeing and encourage adaptability amid change and uncertainty.”
The greatest asset an organisation has is its talent. With over a third (37%) of CEOs considering a change of role, direction or retirement in within the next 2-3 years, leadership development needs to be a high priority to ensure business continuity.
Internal mobility could be key to increasing confidence, particularly as nearly a fifth (19%) of C-Suite executives see retaining top talent as the internal factor that is bringing the most significant challenges for senior leaders. To enable future leaders emerging talent to thrive, training needs to heavily focus on leadership and team management skills, alongside technical expertise. For some leaders, knowing that there’s a pipeline of future leaders can instil an additional sense of confidence in their leadership, and for employees, the more invested and valued they feel, the longer they stay.
Mental health tops the list of expected employee demands in 2025
Mental health tops the list of expected employee demands in 2025
The latest research from Towergate Employee Benefits shows that mental health tops the list of expected employee needs in 2025, with nearly a third (31%) of employers stating they believe there will be an increased demand for support. Areas where employers think they will see an increased demand for support in the coming year:
- Mental health – 31%
- Financial wellbeing – 19%
- General fitness – 18%
- Male mental health – 17%
- Caring responsibilities – 16%
- Planning for retirement – 14%
- Line managers’ mental wellbeing – 14%
- Dental care – 13%
- Health screening in general – 13%
- 24/7 access to a virtual GP – 13%
- Menopause – 13%
If we take into account ‘male mental health’ and ‘line manager mental wellbeing’ along with the figure focusing generally on ‘mental health’, then in fact 62% of employers think there will be increased demand for mental health support and, of course, most of the other areas of concern can have a negative impact on mental health too.
Debra Clark, head of wellbeing at Towergate Employee Benefits, says: “The good news is that there are a growing number of ways in which employers are able to support the mental health needs of employees, from providing access to an Employee Assistance Programmes (EAPs) to inpatient psychiatric care. This greater provision has corresponded with increased awareness of the support available and an increased propensity to access it. All of this is hugely positive for the employee, but it does create growing expectations for the employer to provide ever-expanding support.”
Employers should look to experts to assist them in the choice of mental health support, and how to balance this with increased demand on other areas of assistance too. While mental health may top the list of requirements, helping employees to deal with their financial and caring responsibilities, along with their physical fitness, for example, will largely help to boost their mental health too.
The list of requirements for support is long and varied from employees. Some of the areas where employees are looking for support are very specific and only likely to apply to a smaller number of the workforce, including such matters as neurodiversity and fertility. It is important, therefore, that employers are able to offer health and wellbeing programmes that are adaptable and can be tailored towards specific needs. New areas of employee support are emerging all the time and include such diverse areas as eldercare, special needs and neurodiversity. The support for these is equally multi-faceted, including helping to find the best places for care and education, as well as guidance on funding, and mental health care for those impacted by caring responsibilities.
Debra Clark explains: “Support is becoming not only more diverse but also more specific. For instance, rather than just ‘mental health’, support can be tailored for each gender, or by age-group, and will often include a more holistic approach that looks at lifestyle, nutrition and building resilience too.’
With such a myriad of concerns being raised by employees and so many more options for meeting these needs, employers will need help in navigating the available choices and matching their support with the needs of their workforce. Some of the issues concerning employees, such as access to a GP, may be easy to address or even already available as an add-on to existing employee benefits. Other requirements, such as eldercare, may need much more specialist guidance, which is available but may be harder for employers to find, compare and select without expert assistance.
Debra Clark concludes: “Employees are being pulled in so many different directions, with a need to keep themselves, older relatives and younger dependants healthy and happy. Increasingly, people are now turning to their employer for assistance. Employers cannot and should not be expected to be experts in all these areas. They therefore need support and guidance, just as much as their employees do.”
OUT TODAY – March 2025 Issue of Hr NETWORK Magazine – NOW AVAILABLE!!
OUT TODAY – March 2025 Issue of Hr NETWORK Magazine
Hr NETWORK is ‘The Hub’ of Scottish HR and people development with an ‘Access All Areas’ pass to Scotland’s most influential human resource and business professionals across all sectors in Scotland. As well as readers from the world of HR, the magazine is also extremely popular within SME (Small and Medium Enterprise) organisations and is very useful for line managers, heads of department, senior management, managing directors and other professionals throughout the country who play a vital role in the development of people within all industry sectors in Scotland. Published bi-monthly, Hr NETWORK Magazine is informative and a ‘must have’ for its readers, and brings with it in every issue, great opportunities and benefits for advertisers and sponsors too.
Hr NETWORK Magazine March 2025
International Women’s Day: Empowered Women. Empowered World.
This year’s International Women’s Day on March 8th will redouble efforts to address many challenges such as gender pay gaps, the need for menopause support and leadership equity. Andy Moore examines some of the key themes for 2025.
Also in the latest issue:
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- NOMINATIONS OPEN for Hr NETWORK National Awards 2025
- Keynote Speakers for Hr NETWORK National Conference & Exhibition 2025
- The regular sections of the magazine include: News, STATS and EXTRA
- The ‘Insights’ section features first class comment from those in the know on a range of subjects including: Change Management; Pay & Reward; Diversity, Equity & Inclusion; Working From Home: 5 Years On
Click the front cover below to read the latest issue:
Pockets of optimism remain in recruitment
Pockets of optimism remain in recruitment
Workers continue to be optimistic about their job prospects despite the economic climate, but some regions are much more confident than others. That’s according to the latest data from international recruitment expert, Robert Half. According to a new study from the firm – carried out by insight agency Opinium between 4th February and 7th February 2025 – 55% of the workforce remain confident about their job security over the next six months, despite economic headwinds.
When asked why, 50% cited their performance and niche skills, while 20% indicated that their industry is growing or in demand, suggesting that on-going skills shortages and a tight labour market continue to put the power in the hands of highly skilled workers.
While the data reveals that worker confidence is high across the board, the statistics also highlighted regional divides when it comes to worker sentiment. In the London region, 64% of employees are confident in their job security, however this falls to 56% in the North West and 46% in the West Midlands.
Matt Weston at Robert Half commented: “The professional services sector continues to experience strong demand for talent, boosting worker confidence despite conflicting economic headlines. Our recent Hiring Intentions survey highlights UK business leaders’ plans to increase the hiring of specialised professionals. According to our data, 82% of businesses plan to make hires in finance and accounting, IT, customer service, and marketing & creative roles across all types of employment (permanent, contract and project based) during the first half of 2025, which in fact is a 5% increase on H2 2024. Nonetheless, the regional disparities that we see in worker confidence, likely driven by the availability or lack of nearby opportunities, suggests that the levelling up and growth agenda hasn’t yet created a level playing field across the country.
“The fact that 50% of employees cite their performance and skillset as the main driver for their job security confidence, compared to 20% who mention industry strength, indicates that systemic skills shortages will likely continue shaping a complex labour market in 2025. In this scenario, candidates, particularly in highly skilled professional services, hold the upper hand in the hiring process. Their expertise and in-demand skills give them the power to set expectations, negotiate favourable terms, and choose from multiple opportunities in their career progression. Given confident employees and a tight market, employers must adapt their talent strategies to align with regional workforce sentiments, invest in targeted training programs, and offer competitive compensation packages to stay ahead when attracting skilled professionals.”
How to support employees suffering from cancer
How to support employees suffering from cancer
Balancing work and cancer has become a major corporate social responsibility challenge for organisations, says Professor Rachel Beaujolin at NEOMA Business School. Each year, 160,000 employees in France receive a cancer diagnosis. This diagnosis fundamentally changes their personal and professional lives, with medical treatments, fatigue, and stigmas surrounding serious illness contributing to these employees reassessing their priorities.
For HR professionals, it raises a question: how can employees with cancer be supported in continuing to work without compromising their healthcare needs?
Beaujolin says that standardised solutions, rigid support frameworks, and uniform responses are well-intentioned but unfit for purpose. This is because cancer treatment is a complex journey, often influenced by unpredictability, such as side-effects of cancer treatment.
“This highlights the importance of tailoring working conditions to the specific needs of employees affected by the illness, as no two situations are the same,” she says.
Drawing on a study she published in the journal Revue Française de Gestion (French Management Review), she proposes three key strategies to support employees diagnosed with cancer:
- Adapting workplace conditions in line with the evolving needs of employees and their treatments.
- Encouraging informal conversations to better understand and adjust solutions on a daily basis.
- Transforming practices by introducing greater flexibility and inclusivity.
Her findings are based on academic analysis of prior studies and interviews with employees affected by cancer, while also pulling from her own experience with cancer, recorded in a logbook.
HR salary increases fall behind UK average
HR salary increases fall behind UK average
Research from recruitment company, Reed, shows that the HR industry is lagging behind the UK’s average salary growth, with HR salaries growing at just 4.8% in the past year, compared to average national salary increases of 6%.
However, certain roles in the sector are bucking this trend, with shared services managers, organisational development specialists and reward managers seeing increases of 21.6%, 15.2% and 11.5%, respectively, according to Reed’s data.
And despite last year’s salary growth sitting below the national 6% increase, HR salaries are still substantially more than the general workforce, with HR roles paying an average of £48,400 compared to the UK average salary £38,900. Despite this, many still remain unhappy with their salary – and, according to Reed’s research, 100% of those who are unhappy with their salaries said it was because it’s not risen in line with cost of living.
As part of Reed’s annual salary guides, it analysed more than 21 million job adverts and asked 5,000 UK workers a range of questions on their salary and benefits – both current and expected.
Alexia Catt Reed, said: “UK employees are navigating tough times and although some wages have risen, they generally don’t keep pace with inflation and the escalating cost of living. With more than three quarters (79%) of HR professionals open to new job opportunities, the sector needs to look at how best to incentivise and reward its workers. For employers unable to offer significant salary hikes, investing in strong, well-communicated benefits packages is essential. Tailored benefits can significantly impact employee satisfaction, signalling an organisation’s commitment to supporting work-life balance and wellbeing.
“Our survey showed that alongside salary increases, employees would feel more valued if they received more recognition for their achievements (27%), more flexible working hours (27%), clearer career progression (23%) and better communication from leadership (23%).”