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4-2 Executive Summary: Working With Tableau – Analyze Data
Billie J. Foster
Southern New Hampshire University
MBA 540 Organizational Strategy in Global Environment
Dr. Rodolfo Santamaria
February 16, 2025
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Working With Tableau – Analyze Data
Executive Summary of Survey Results
This executive summary presents the insightful findings of our recent survey conducted
to understand the levels and underlying causes of employee burnout within our company. We
distributed the survey across various demographics, including gender, age, tenure, and leadership
levels, to provide a comprehensive analysis of burnout levels. A total of 117 employees
participated in the survey, with the demographic breakdown comprising 61 women, 49 men, and
7 who opted not to disclose their gender. These diverse responses provide a robust foundation for
identifying key patterns and addressing burnout effectively within our organization.
Results
The survey results indicate that female employees disproportionately are affected by high
burnout levels within the company. Specifically, 21 women reported experiencing the sever
burnout level of “Pretty wiped out almost every day,” compared to men and those who did not
specify their gender. This highlights a significant gender disparity in burnout levels, suggesting
that female employees may face unique challenges that contribute to their higher burnout rates.
To gain deeper insights, it would be beneficial to explore the underlying causes of this disparity,
such as work-life balance issues, roles expectations, or support systems available to female
employees.
Figure 1
Gender Burnout – What is your current level of burnout at work?
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Note. Sheet 1 highlights the need for targeted interventions to address the specific challenges
faced by female employees to reduce their burnout levels.
The data shows that 17 males in the age group 50+ are more likely to experience the
stress level “A little stress that would be expected with the ups and downs of life” at home. This
suggests that older male employees might face specific stressors related to their stage in life,
which may require tailored support and interventions to ensure their health and mental well-
being. Further analysis could involve examining the sources of stress for this age group, such as
financial concerns, health issues, or family responsibilities, to develop targeted support
strategies.
Figure 2
Gender/Age – How stressed are you at home?
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Note. This suggests that older male employees might face specific stressors related to their stage
in life, which may require tailored support and interventions to ensure their health and mental
well-being.
The survey data reveals that the managerial level strongly agrees that they love what they
do. This positive sentiment among 24 managers highlights the importance of leadership job
satisfaction in fostering a productive and engaged workforce. Ensuring managers are passionate
about their roles can have a ripple effect throughout the organization, leading to a more
motivated and committed team. To enhance this analysis, it would be useful to investigate the
factors contributing to managerial job satisfaction, such as leadership development programs,
recognition, and career advancement opportunities.
Figure 3
Leadership Level – I love what I do.
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Note. This positive sentiment among 24 managers highlights the importance of leadership job
satisfaction in fostering a productive and engaged workforce. Ensuring managers are passionate
about their roles can have a ripple effect throughout the organization, leading to a more
motivated and committed team.
The final question in the survey addressed which gender with a tenure of 5+ years had the
lowest number of responses for the burnout level “I feel great! Energy to spare!” The data shows
that only 1 female in this tenure group answered positively. This suggests that female employees
with longer tenures are experiencing lower levels of well-being. Addressing the specific
challenges faced by long-tenured female employees can help improve their overall energy levels
and reduce burnout. Further exploration could include identifying the factors contributing to
burnout among long-tenured employees, such as workload, career stagnation, or lack of
recognition.
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Figure 4
Gender/Tenure – What is your current level of burnout at work?
Note. This suggests that female employees with longer tenures are experiencing lower levels of
well-being. Addressing the specific challenges faced by long-tenured female employees can help
improve their overall energy levels and reduce burnout.
Recommendations
Based on the analysis of the survey data, females experienced a higher rate of burnout
every day, and those with longer tenures faced even higher rates of burnout at work; here are two
tailored recommendations to address these issues and reduce burnout. Implementing flexible
work arrangements is the first recommendation. This recommendation entails creating flexible
work schedules to help employees manage their work-life balance more effectively. This is
particularly beneficial for long-tenured female employees who may juggle multiple
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responsibilities. Flexible hours, remote options, or job sharing can alleviate stress and burnout,
helping female employees maintain a healthier work-life balance. Male employees in the age
group 50+ may also benefit from the recommendation. To make this recommendation SMART:
Specific: Introduce flexible work hours and remote work options for all employees.
Measurable: Track the number of employees utilizing flexible work arrangements and
their reported stress levels.
Achievable: Implement a pilot program in one department before rolling out company
wide.
Relevant: Address the unique challenges faced by long-tenured female employees and
older male employees.
Time-bound: Launch the pilot program within the next six months and evaluate its
effectiveness after one year.
An additional recommendation is to enhance support and resources for long-tenured employees.
Providing targeted support can help mitigate the cumulative stress faced by long-tenured
employees. Actionable steps are mentorship programs, career development opportunities, and
wellness initiatives. Enhancing support and resources for long-tenured employees makes
employees feel more valued and supported, reducing burnout, and increasing job satisfaction. To
make this recommendation SMART:
Specific: Establish mentorship programs and career development workshops for long-
tenured employees.
Measurable: Monitor participation rates and feedback from employees on the
effectiveness of these programs.
Achievable: Partner with external experts to design and deliver these programs.
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Relevant: Focus on Addressing the specific needs of long-tenured employees to reduce
burnout.
Time-bound: Implement these programs within the next year and review their impact
after 18 months.
Implementing these strategies can create a more supportive and balanced work environment,
particularly for female employees and those with longer tenure. However, male employees will
also benefit from these strategies. The goal is to reduce burnout and foster a healthier and
productive workforce.
