As I sit here today, I’m starting to reflect on why I increasingly hear people talking about ‘burnout’.
Why is this becoming more of an issue?
Is it a new phenomenon occurring within companies and what should companies be doing to avoid this happening?
I want to start by acknowledging that although some may think that ‘burnout’ is not a real condition, they would be wrong.
The term ‘burnout’ is a real globally recognised condition.
The World Health Organization (WHO) have even included it in the International Classification of Diseases.
Burnout has been described as:
“A psychological syndrome occurring from prolonged chronic job stress”
Burnout does not just effect the employee, it has a wider impact for companies. The ripple effect caused by employee ‘burnout’ can cause a loss in productivity, financial implications, increase pressure on colleagues and can lead to conflict in workplace.
Triggers of burnout
Triggers for ‘burnout’ can widely vary. Some employees may have a singular trigger to burnout whereas other employees may be triggered by a combination of several factors. Burnout can be triggered by;
· excessive workloads
· always being on call
· unfair treatment
· low autonomy
· lack of social support
· unequal distribution of work
· prolonged working hours
· inability to take rest breaks
· unrealistic managerial expectations
The warning signs
With employee turnover at an all-time high, it’s so important that as leaders, managers and colleagues we are able to spot the signs of ‘burnout’ early before it manifest into a longer term issue. Keeping a close eye on employee’s performance and behaviour can help you to notice the early signs.
Let’s face it, we have all been at work and seen others arriving or logging on extra early or working extremely late. This on the face of it may not appear a problem, but consistently starting early and finishing late combined with one or more of the following, may be a warning sign of employees heading towards ‘burnout’:
· feelings of energy depletion or mental exhaustion
· feelings of negativism or cynicism related to their job (loss of enjoyment/isolation from colleagues/feeling disconnected/conflict)
· anxiety
· exhaustion (body aches/difficulty concentrating/drained/irritable)
· not eating properly
· headaches
· drop in performance (reduced efficiency and productivity)
· changes in mood
· displays of uncharacteristic emotion
Stop ‘burnout’ before it happens
I believe that prevention is always better than a cure and there are steps that can be taken to prevent employees reaching burnout. Here’s some tips……
· Have regular meaningful one to one meetings – These will allow open and honest conversations to take place. It would be good to understand current workloads, how the employee is feeling (is there any additional stress/agitation?) A great question to ask an employee is ‘what’s keeping you awake at night?’
· Distribute work fairly - Avoid creating a situation where employees are pressured to work longer hours or take work home with them
· Take breaks/holidays - Ensure that employees take rest breaks and annual leave so that they have the opportunity to switch off and relax
· Mental health first aid – Consider introducing mental health awareness training to employees or train mental health first aiders so that employees have an impartial person to go to have a discussion with, in a safe space
· Harvest a culture that cares – Create a safe environment where employees are encouraged to discuss mental health…..it should not be a taboo subject! Where possible provide access to additional medical support such as an Employee Assistance Programme (EAP) and signpost employees in need
· Have an open door policy – Reassure your employees that you are there to listen and help them, after all a problem shared is a problem halved!
What to do if you think an employee is displaying signs of ‘burnout’
· Talk to the employee. Have an honest and open discussion about how they are feeling. If they do not wish to talk, signpost them to support groups and medical practitioners that may be able to support them
· Identify factors that may be having a negative impact on mental health and address them
· Offer support, mentoring or training to assist the employee and ensure that this is provided in a timely manner
· Assess and redistribute workloads where necessary to support the employee
· Seek support from your HR provider
If you need support in helping your employees or advice with regards to avoiding burnout in your company, let Ena HR help you. We can offer advice, training and materials that can help you to retain your employees. If you need any support, please contact us at:
Tel: 07779 788 957
Комментарии