Working in human resources is a challenging and taxing profession.
As HR teams navigate emotionally charged employee conflicts and try to execute their core job function, all while bridging the gap between the executive's vision and their employee reality—there lies an unfortunate paradox: try to support employees while grappling with their own mental health.
HR professionals take pride in their work. A recent US study from SHRM (Society for Human Resource Management) shows that 60% of HR employees agree that working in HR is a big part of their identity. However, the study also found that almost half of HR leaders think working in HR negatively affects their mental health.
Compounding these challenges is the pervasive corporate culture of sacrificing personal well-being for professional growth. Too many HR professionals tolerate toxic work environments, particularly women who often hold off from having kids and sometimes don’t take holiday leave to advance their careers.
According to SHRM research:
And it’s no surprise that more than half of HR leaders would not recommend their job to someone who struggles with mental health. Thought leaders in our industry think we are close to hitting crisis mode. There comes a point where we have to all ask ourselves: are we building a profession where compassion and mental resilience are prioritised?
We wouldn’t tell an electrician who gets shocked at work not to worry. Instead, we would implement safety measures and protocols to ensure electricians look after their health. And we should do the same for HR. So, how can we address these real challenges and promote a culture of well-being from within?
First, we need leaders to lead from the front, not the back.
As an HR leader, how you approach your well-being will significantly influence others. By modelling healthy behaviours like taking breaks and setting boundaries—you let others know they should value their well-being too.
HR managers should approach their well-being and work-life balance with respect, as it has a high chance of rubbing off on other HR colleagues. By modelling healthy behaviours, leaders can have a positive impact on the wellbeing of others.
It’s important to remind staff that HR employees are people and need support.
You might be concerned that asking for help will make you look silly, weak or lazy. If you don’t ask for help, you will continue to feel frustrated and possibly burnout—which is in itself silly.
One of the best parts about being part of a team is that you can share the load and tap into the perspectives and strengths of other HR employees.
Embrace the power of your team. Divide tasks to manage your workload better. Embedding trust and relying on your team lightens your burden and builds a culture of mutual support. But this only works by being transparent and recognising that you need support.
For example, you could invite your team to reassess HR projects and re-evaluate their priorities to improve productivity and reduce burnout.
Understanding your stress is the first step to setting boundaries. As the Ancient Greek philosopher Socrates said, “Know thyself”.
Self-awareness is the best way to minimise stress, recharge and avoid burnout so you can bring your best self to work. Being aware of your stressors so you can create boundaries is essential to nipping burnout.
And once those boundaries are set, honouring them is your best defence. Set clear limits between work and personal life. Also, set clear expectations with stakeholders about your working hours and what is and isn’t in your scope of work to avoid picking up projects from other departments that you shouldn’t.
Taking care of business is holistic—mind, body and soul.
It’s a balanced approach to self-care. Move your body, fuel it with good food, and get the sleep you need. Choose a healthy bowl/sandwich for the next company lunch instead of pizza or burgers.
You can also implement stricter mental well-being practices like taking breaks and prioritising self-care. Beyond company-wide initiatives, consider reaching out to a mental health professional, or getting an HR coach for your team, or planning an HR off-site so you can workshop issues together.