Employee burnout is on the rise, and it’s taking away your top talent. Research from Kronos Incorporated and Future Workplace shows that 46% of HR leaders believe that employee burnout is responsible for up to half of their annual employee churn volume. We're all at risk to lose our best talent and most engaged employees. The latest research from Limeade Institute has found that burnout happens when someone is engaged but has low well-being. This can lead to exhaustion, cynicism and ultimately employee turnover.  Join Laura Hamill, Ph.D., Chief People Officer and Chief Science Officer at Limeade, for our webinar to learn: - The latest research on how to spot employee burnout within your organization. - Why burnout often goes unrecognized (until it’s too late). - How to take steps to prevent burnout.

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SPOTTING &
ALLEVIATING
EMPLOYEE
BURNOUT
03.12.19

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• Welcome & introduction
• What is burnout?
• How to get ahead of burnout
• Employee burnout recovery
• Q&A
TODAY’S AGENDA

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ABOUT OUR EXPERT
Laura has 25 years of experience
implementing research, assessment and
culture strategies in organizations. She
earned her Ph.D. in industrial organizational
psychology from Old Dominion University and
her B.S. in psychology from the University of
North Carolina.
Laura Hamill, Ph. D.
Chief People Officer
Chief Science Officer

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WHAT IS BURNOUT?

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FROM ON FIRE…
TO BURNED OUT
• You have to be on fire in order to burn out
• You have to care, be “all in”, and be engaged
in order to burnout
BURNOUT HAPPENS WHEN YOU HAVE HIGH
ENGAGEMENT BUT LOW WELL-BEING

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SPOTTING BURNOUT
A prolonged response to chronic emotional and interpersonal stressors
and is defined by:
(Maslach, Schaufeli, & Leiter, 2001)
EXHAUSTION
I’m so tired
I feel depleted
CYNICISM
I’m so fed up,
I just don’t care
anymore
INEFFICACY
I’m not making
a difference

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BURNOUT
I’ve cared so deeply, for
so long, without a break
from the stress that I’ve
become depleted and
cynical
I’ve given everything
to this job
DISENGAGEMENT
I’m past the point of caring
or I’ve never cared at all
This is just a job
ENGAGEMENT
I’m energized by and
connected to this job, so
much so that I get
purpose from it
This is way more than
just a job
WHAT’S THE DIFFERENCE?

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Most companies think of burnout
as a PERSONAL issue, when it is
really an ORGANIZATIONAL one…
ORGANIZATIONS have a responsibility
to help their employees PREVENT
and ALLEVIATE burnout.

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BURNOUT AS AN ORGANIZATIONAL
ISSUE VS. A PERSONAL ONE
ORGANIZATIONS NEED TO
UNDERSTAND
THEIR ROLES IN CAUSING
AND PREVENTING
BURNOUT
PRIMARY CAUSES OF BURNOUT
• Overload—workload and time pressure
• Role conflict and ambiguity
• Lack of support from managers
• Lack of feedback
• Lack of participation in decision making
• Lack of fairness and equity
• Values disconnect
• ”Broken” psychological contract
(Maslach, Schaufeli, & Leiter, 2001)

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BURNOUT LEADS TO…
ORGANIZATIONAL
• Reduced organizational
commitment
• Absenteeism
• Intention to leave
• Actual turnover
(Maslach, Schaufeli, & Leiter, 2001)
PERSONAL
• Lower productivity
• Stress-related health issues
• Increased substance abuse
• Can result in anxiety,
depression
and decreases in self-esteem

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PHASES OF BURNOUT: DEMANDS
VS. RESOURCES
| © 2018 Limeade26
PHASES OF BURNOUT

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HOW TO GET AHEAD
OF BURNOUT

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8%
19%
39%35%
51% 45%
57%
30%
17%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
High engagement
(n = 131,179)
Medium engagement
(n = 70,750)
Low engagement
(n = 17,114)
High stress Medium stress Low stress
Limeade Institute, 2017
(n=219,043)
Those with high
engagement report the
lowest levels of stress
ENGAGEMENT & STRESS

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COULD THOSE WHO ARE
ENGAGED BE:
REFRAMING STRESS
or
SUPPORTED BY THEIR ORGANIZATIONS in
ways that reduce the perception of stress?

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8%
19%
39%35%
51% 45%
57%
30%
17%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
High engagement
(n = 131,179)
Medium engagement
(n = 70,750)
Low engagement
(n = 17,114)
High stress Medium stress Low stress
Those with high engagement and
high stress may be displaying the
early signs of burnout
Limeade Institute, 2017
(n=219,043)
ENGAGEMENT & STRESS

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BURNOUT PREVENTION -
INDIVIDUALS
1. Find and schedule time for recovery and treating yourself right
• But remember sometimes recovery time alone is not enough
2. Find projects and people that give you energy
3. Continue developing a well-being mindset: resilience, positivity,
belief in yourself, reframing
4. Seek and re-connect to your purpose
5. Do not underestimate social connection
6. Look for organizational support

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BURNOUT PREVENTION –
MANAGERS
1. Actively support the well-being of your employees:
• Build in recovery time for employees
• Have meaningful check-ins with your employees
• Care about them as people
2. Think about your job as being the glue that connects each
employee to the company (and vice versa)
3. Create the conditions for your employees to be engaged

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Managers play a critical role in enabling
employee engagement:
(Gallup, 2015 & 2017)
ROLE OF THE MANAGER
Employees who rate their
managers as excellent are
5x MORE
ENGAGED
than those who rate their
managers as poor
Managers account for up to
70%
OF THE
VARIANCE
in employee engagement

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CONDITIONS FOR ENGAGEMENT
• I like the work that I do and it is
energizing to me
• I’m challenged and learning
• I’m making a difference and have
purpose
• I’m valued, included and treated
fairly
• I’m using my strengths
• I can focus and work with
reasonable levels of stress
• I can have a life outside of work
• The people around me (team and
manager) respect and support me
• The organization supports me and
cares about me as a person
(Limeade Institute, 2017)
R2 = .78
I want a job where…

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EMPLOYEE BURNOUT
RECOVERY

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LOW RISK Still engaged
Stress is low
and
manageable
M ODERATE
RISK
Still engaged
High levels of
stress, but it's
manageable
HIGH RISK
Engagement
drops
Stress is
becoming
unmanageable
BURNED
OUT
Low
Engagement
Stress is
completely
unmanageable

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WHAT IS RECOVERY?
BURNOUT:
A prolonged exposure to chronic environmental and
interpersonal stressors and overload.
RECOVERY:
Process and activities through which individuals
replenish key resources in order to return to their pre-
stressor states.

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RESOURCES
RESOURCES:
Objects, personal characteristics, conditions, or energies acquired and
conserved to:
• respond to stress
• build a resource reserve
• Can be personal, organizational, emotional, physical, or cognitive
• Help us respond to demands
• Need to be replenished and sustained to avoid burnout
• Resources can be replenished through recovery

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TYPES OF RECOVERY
DETACHMENT
Mentally letting go of
work during non-work
time
RELAXATION
Low effort, relaxing
activity; can include
physical and social
MASTERY
Challenging activities
and learning
opportunities outside of
work

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INDIVIDUALS VARY
• How important work is to their overall quality of life
• How much they think about work outside of work
• Risk for burnout
• Recovery needs and preferences
SO APPROACHES NEED TO VARY, TOO

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RECOVERY CAN BE DIFFICULT
• Autonomy paradox and workplace tele-pressure
• Blurred work-life boundaries and abnormal work hours
• Heavy workload, deadlines and emotional demands
• Lack of understanding of recovery needs (and self-permission to
recover)
• Unsupportive recovery cultures and climates

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RECOVERY –
ORGANIZATIONS
Organizations play a role in burnout prevention and recovery
• Establish a culture that supports recovery
• Educate employees on recovery and provide voluntary
recovery trainings into people practices
• Provide adequate conditions to facilitate recovery processes,
remove obstacles in the way of recovery
• Organizations should help reduce work stressors to balance
demands and resources

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RECOVERY –
MANAGERS
• Help employees to develop and adhere to recovery routines
• Remember people recover differently
• Incorporate recovery moments for employees to restore
resources
• Set recovery norms by role-modeling behaviors
• Remove work obstacles and set holistic check-ins

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RECOVERY –
INDIVIDUALS
• Recognize the importance of recovery and its impact
• Decrease time spent on work-related activities during nonwork time
• Increase time spent on low-effort recovery activities on a daily basis
• Seek the help you need – if you are feeling burned out or are not
recovering to the extent you want to, check-in with your manager or
an HR representative
• Remember that recovery is necessary for quality work performance

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ORGANIZATIONAL SUPPORT

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KEY TAKEAWAYS
Understand the importance of recovery in preventing and
alleviating burnout
Burnout is high when sustained engagement intersects with low
well-being — without you or the organization intervening
Most companies think of burnout as a personal issue, when it is
really an organizational one
Focus on supporting well-being and employee engagement to reduce
burnout

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Q&A
Dr. Laura Hamill
info@limeade.com

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JOB STRESSOR
DETACHMENT MODEL
•Job stressors make it difficult
to recover, thus impairing
well-being
•Job stressors negatively
affect well-being
•Recovery from work buffers
the negative impact of
stressors on well-being
| © 2018 Limeade17
JOB STRESSOR
DETACHM ENT MODEL
• Job stressors make it difficult to
recover, thus impairing well-being
• Job stressors negatively
affect well-being
• Recovery from work
buffers the negative impact
of stressors on well-being
Sonnentag & Fritz, 2015

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DETACHMENT
Mentally letting go of work during non-work time
REDUCES:
- Exhaustion
- Psychological strain
- Physical complaints
- Depressive symptoms
- Sleep problems
- Need for recovery
- Fatigue
- Burnout
IMPROVES:
- Vigor at work
- Personal initiative
- Work-life balance
- Life satisfaction
- Task performance
- Proactive work behavior
- Sleep

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RELAXATION
Low effort, relaxing activity
REDUCES:
- Psychological distress
- Exhaustion
- Work-family conflict
- Physical complaints
- Sleep problems
- Strain
- Fatigue
IMPROVES:
- Subjective health
- Positive mood
- Life satisfaction
- Performance
- Personal initiative
- Concentration

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LOW DUTY VS HIGH DUTY
Time spent on low-duty
activities is positively linked
to individual well-being.
High duty activities can take
away one’s opportunity to
replenish their resources.

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MASTERY
Challenging activities and learning opportunities outside of work
Hahn, Binnewies, Sonnentag, & Mojza, 2011; Sawhney, Jennings, Britt, & Sliter, 2018; Sonnentag & Fritz, 2007; Sonnentag et al., 2010;
Sonnentag, Venz, & Casper, 2017
REDUCES:
- Psychological distress
- Exhaustion
- Work-family conflict
- Physical complaints
- Depressive symptoms
- Need for recovery
- Perceived stress
IMPROVES:
- Vigor
- Life satisfaction
- Performance
- Sleep quality
- Mental health