Team Support & Wellbeing Program - Scenario 2, The Impact of Multiple Roles in Small Teams

Scenario 2: The Impact of Multiple Roles in Small Teams

How taking on more than one role / wearing more than one hat is common in a small team, and the toll it can gradually take on employee wellbeing.

From the outset, the employer should foster open communication about workload and capacity: Create a culture where employees feel comfortable and safe to voice concerns about their workload without fear of negative repercussions. Regular check-ins (even brief ones) focused on workload management can help identify potential burnout before it escalates.

In small businesses, overlapping roles can escalate quickly and be unplanned. It can therefore become part of the business culture to let things escalate without notice and be quite destructive if left unchecked. Often, an employee may begrudge their position but be concerned about repercussions if they speak up as they may be quite dependent on that job.

Where an employer has expanded quite quickly, their focus will often be on the business and juggling many balls themselves. Therefore, as long as things are happening, the employer may well neglect any attention to the employees. However, the employee may feel overwhelmed, unappreciated and burnt out.

This is an intricate situation for the employer because if they lose an employee, this could become economically challenging and have a massive impact on the business.

The employer should be aware of signs from the employees when they are having difficulties, such as the signs of burnout (e.g., increased irritability, fatigue, decreased performance, withdrawal). Employers should encourage employees to be proactive in suggesting breaks and time off. The employer could lead by example, and taking breaks themselves can also foster a healthier work environment.

Group meetings and one-to-ones are encouraged, with the employer being open to the employees' situation. As said, it is possible to lose an employee, so time is better spent on retention.

Employers should be encouraged to ask specific questions like:

• "How are you feeling about your current workload?"

• "Do you have the capacity to take on this new task right now?"

• “What additional training do you think you need?”

• “Do you need more time/hours to get things done?”

• “What can the rest of the team do to help?”

  
  

The key message to the employer is to emphasize that while wearing multiple hats can be a necessity in small teams, it's not a sustainable long-term strategy without proactive management. Investing in employee well-being by acknowledging their extra efforts, providing support, and fostering open communication will not only reduce burnout but also lead to a more engaged, productive, and resilient team in the long run. It's about finding a balance between the agility of a small team and the sustainable workload of its members.