Preventing Burnout in our Organisations

Worker burnout is a significant concern, particularly during stable periods, and becomes even more pronounced during times of stress. It’s crucial to recognise the signs of burnout, such as decreased productivity and declining emotional and physical health, as they not only affect individuals but also have a negative impact on overall organisational performance and morale. Tackling burnout requires proactive efforts to create a supportive work environment and implement strategies that prioritise worker well-being and resilience. 

Workplace stress and burnout are prevalent issues that affect workers across different organisations, irrespective of management quality or company culture. Even dedicated workers can experience diminished well-being due to personal or workplace stressors. However, there’s hope in the fact that with adequate support from management and addressing the underlying causes of burnout, companies can effectively prevent it among their workers. 

 Here are some straightforward strategies to foster resilience and prevent burnout: 

• Clear expectations: Provide workers with clear job descriptions and reasonable workload expectations. Encourage open communication channels and offer support through feedback to clarify roles. 

• Work-Life balance: Allow for flexible work arrangements such as telecommuting or flexible schedules to help workers manage their personal commitments alongside work responsibilities. 

• Monitoring workload: Regularly assess worker workloads and project progress. Encourage individuals to set boundaries and prioritise tasks to avoid feeling overwhelmed. People should work smarter not harder.  

• Respect boundaries: Establish policies that respect workers’ time outside of work and encourage taking breaks and holidays without fear of negative consequences. 

• Encourage time off: Promote a culture that values downtime and relaxation. Encourage workers to use their vacation time and discourage working excessively outside of regular hours. 

• Provide support: Offer access to mental health resources like counselling and stress management programmes. Create an environment where discussing mental health concerns is encouraged and supported. 

• Encourage physical activity: Advocate for regular breaks and provide access to fitness facilities to promote physical well-being, which can help manage stress effectively.  

• Shared vision: Help workers understand how their work contributes to the organisation’s objectives and mission. Cultivating a sense of purpose can boost motivation and reduce the risk of burnout. 

• Engage in frequent stress and psychosocial risk assessments: Guaranteeing that the organisation is learning to tackle stress and burnout risks better in each evaluation. This not only contributes to learning but also improved social sustainability.  

• Always assess the impact and return on investment on current mental health programs: In most cases organisations need to reassess annually their impact to decide where to invest next year to get the best possible value and return-on-investment.  

Recognising the considerable financial impact of worker burnout on organisations, with estimates indicating healthcare spending ranging from $125 to $190 billion annually. According to Harvard Business Review, as cited in a review by Spring Health, underscores the need for proactive measures. Implementing strategies to address burnout can foster a more supportive and healthier work environment for both people and organisations. Burned-out workers, who are 13% less confident in their performance and 63% more likely to take a sick day, warrant attention. Prioritising the mental and physical well-being of workers promotes loyalty, satisfaction, and long-term commitment, ultimately leading to increased productivity and success for the organisation as a whole. By recognising the importance of addressing burnout and prioritising these efforts, companies can cultivate a thriving workplace culture where both workers and the organisation flourish. 

References: 

Carmichael, A., Dillon, R., Ferraris, E., & King, J. (2023). Supporting resilience and preventing burnout in nonprofits. Mckinsey. https://www.mckinsey.com/industries/social-sector/our-insights/supporting-resilience-and-preventing-burnout-in-nonprofits

Komolafe, R. (2023). Employee Burnout: Recovery And Prevention. Forbes. https://www.forbes.com/sites/forbesbusinesscouncil/2023/04/13/employee-burnout-recovery-and-prevention/

Ramahan, A. (2023). How To Mitigate Burnout Within Your Organization. Forbes. https://www.forbes.com/sites/forbesbusinesscouncil/2023/05/12/how-to-mitigate-burnout-within-your-organization/

Schooley, S. (2023). 10 Ways to Prevent Employee Burnout. Business. https://www.business.com/articles/6-ways-to-prevent-employee-burnout/

Spring Health (2021). How to Prevent Employee Burnout at Your Organization. Spring Health. https://www.springhealth.com/blog/employee-burnout-management-prevention

Valcour, M. (2016). Beating Burnout. Hbr. https://hbr.org/2016/11/beating-burnout