Assessing burnout in diversity and inclusion professionals

Abstract

PurposeBurnout has been linked to a myriad of negative organizational and individual health outcomes which threaten employee and organizational well-being. This study examines how unique features of diversity and inclusion (D&I) work are related to burnout.Design/methodology/approachParticipants were recruited using network and convenience sampling strategies. A total of 64 full-time employees whose primary responsibility is to implement the D&I strategy for their organization provided useable data for analysis. Participants completed measures of burnout, role ambiguity, role conflict, subjective experiences of tokenism, and top management support. Measures were administered online via Qualtrics.FindingsResults suggest lack of clear job duties, conflicting job demands, lack of top management support, and experiences of tokenism are associated with D&I professionals' experiences of burnout. The current study, however, indicates that while D&I professional experience higher levels of exhaustion than other professionals, they also experience greater professional efficacy, which suggests D&I roles are both challenging and rewarding.Practical implicationsResults suggest organizational leaders may mitigate employee burnout by providing clear support to and role definitions for D&I professionals.Originality/valueThis study is the first to explore burnout experiences among D&I professionals. Additionally, this study examines how burnout experiences are associated with role dysfunctions, top management support, and subjective experiences of tokenism.