This module “On the Spot Intervention” aims at providing preventive and curative measures and procedures for identifying critical states of wellbeing among employees, providing immediate help, and sustaining a constant healthy work environment for remote workers.
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Introduction
This unit “On the Spot Intervention” aims at providing preventive and curative measures and procedures for
identifying critical states of wellbeing among employees, providing immediate help, and sustaining a
constant healthy work environment for remote workers.
The comprehensive focus of the module is thereby divided into 4Ps:
Prevention: Building participatory preemptive processes and raising awareness about wellbeing;
Protection: Integrating proactive measures that help sustain a healthy work environment;
Piloting: Enforcing practical operations and systems to tackle burnout effectively;
Partnership: Establishing reciprocal networks of mutual support with employees.
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01 Symptoms and signs of burnout
02 Programs to implement to prosecute burnout
03 Self-care as an essential solution to beating burnout
04 Reintegration of employees after hard times
Table of Contents
06 Self-Assessment
07 Transition to next module
05 Novel Technology of Digital Mental Health
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KNOWLEDGE:
Learning Outcomes
The signs and symptoms of burnout, how to prevent burnout and how to manage it if it
occurs
SKILLS:
Strategies for maintaining good mental health, such as time management and goal-
setting.
BEHAVIOURS: Taking regular breaks, disconnecting from work, and setting boundaries between work
and personal life.
ATTITUDES: Positive attitude towards mental health and wellbeing, and recognise the importance of
taking care of oneself in order to perform at one's best.
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What is Burnout?
A state of mental and physical tiredness known as BURNOUT may make it difficult to enjoy the job, relationships
with friends, and interactions with family. The “burn-out” metaphor implies not only that somebody had to be
“burning” (i.e. was passionate and strongly committed to their job, etc.) before being able to “burn out”, but
also that once a fire is burning, it cannot continue to burn unless resources are provided to keep it burning. In
other words, employees’ energy or capacity to work can diminish over time when the work environment does
not provide resources and is especially demanding. In the latter stages of Burnout, a state of physical, emotional
and mental exhaustion will occur from which it is hard to recover (Schaufeli, W. B. & Greenglass, E. R. 2001).
This state is usually caused by a number of factors and causes such as stress, depression, and anxiety resulting
from the overload of work or responsibilities. Since the causes and factors can vary, this makes it hard to
identify the (early) signs of burnout. Nevertheless, some symptoms are common and empirically proven. We've
created a practical guide to assist you as leadership staff to recognise the symptoms of burnout and prevent it.
“Work can be stressful, but it does not have to be.” - Bemidji State University
1. Symptoms and Signs of Burnout
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1. Fatigue and exhaustion, physically and mentally
Chronic fatigue can be caused by various factors such
as stress, unhealthy routines, poor nutrition, lack of
physical activity, or unregulated emotions.
2. Insomnia and/or sleep disturbances
Insomnia is characterised by difficulty falling asleep,
staying asleep, or both, and can lead to feelings of
irritability, and difficulty concentrating during the day.
3. Decreased productivity and increased failures
Burnout can lead to losing individual motivation, and
focus and feeling overwhelmed, which can affect the
ability to perform a job effectively.
1. Symptoms and Signs of Burnout
4. Difficulty in concentrating or remembering
An individual's capacity to concentrate and recall
details may be hampered by feelings of overload,
anxiety, and exhaustion.
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5. A negative or cynical attitude towards work
Burnout may make some feel disengaged,
demotivated, or unfulfilled, which might
change how they see their work and colleagues.
Conflicts and tension may increase as a result,
which might harm the organisation's general
effectiveness.
6. Increased absenteeism or presenteeism
Absenteeism refers to the habit of regularly
missing work or failing to show up for
scheduled shifts. on the other hand, refers to
employees who come to work but are not fully
productive or engaged due to health issues or
personal problems.
1. Symptoms and Signs of Burnout
7. A feeling of Frustration
This involves a combination of helplessness and
hopelessness. Helplessness is when we feel like we
don’t have the power or control to change the
irritation. Hopelessness is when we feel that the
irritation will never change and will last forever.
Over time, frustration leads to anger/depression.
8. A physical or emotional reaction to symptoms
The body automatically reacts to different feelings
and various states of mind and as a result of
reactions to anger and depression, there is a high
probability to suffer from headaches and muscle
tension.
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Employee Assistance Programs (EAPs) are workforce
occupational programs established by the employers to
offer confidential and in-kind self-assessments and check-
ups for their mental health and wellbeing. Employees are
voluntarily encouraged to benefit from such provided
programs to access free counselling and professional
support.
Especially employees who suffer from constant physical
problems should take such programs and services into
consideration to improve their health and avoid
occupational problems. EAPs tackle several complex issues
affecting mental, psychological and emotional wellbeing,
such as stress and depression. EAP counsellors also work in
consultative role with managers to address employee and
orgaisational challenges and needs. By providing EAPs,
businesses can support employees through significant life
and career events. This provides valuable resources to help
them navigate stressors without letting work suffer and
particularly decrease absenteeism and work distress.
2. Programs to implement to counter burnout
EAPs typically provide a range of services,
including:
● Confidential counseling
● Referrals
● Work-life services
● Employee development
● Management consultation
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Employee Assistance Programs (EAPs) might offer several services such as:
● Providing counselling services to individual employees or their relatives both in-person and at a distance.
● Helping employees to recover from substance abuse problems through counselling, treatment referrals, and
collective support.
● Enhancing the life-work balance by determining the needs and issues of employees and designing respective
interventions in kind of services and support.
● Improving individual work performance and productivity by capacitating employees with needed
competencies and resources such as mindfulness practices and conflict management skills.
● Increasing the awareness of the employees about their own mental health and wellbeing to increase their
self-care and peer-to-peer support.
● Offering targeted support in times of crisis to help employees to overcome triggering events and dramatic
experiences.
2. Programs to implement to counter burnout
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1. meQuilibrium
meQuilibrium (meQ) program provides 24/7
mental health support to its global workforce.
The meQ app is available in 14 languages to
employees, their spouses and their dependents,
and is designed to help users overcome negative
thinking and make healthy lifestyle choices.
2. Programs to implement to counter burnout
Case study: Chevron Corporation
Chevron, an American multinational energy company
with more than 45 thousand employees, started in
2021 to monitor an Enterprise Health Index, which
allows all business units and operating companies to
complete an assessment resulting in an aggregated
health index score available on dashboards. Based on
these outcomes, the units set future health and
wellbeing goals identified pockets of wellbeing
excellence and share those successes and learnings
organisation-wide.
Based on the results from the Index, Chevron adopted
and rolled out the wellbeing meQuilibrium app to all
its employees to build a work culture where all people
feel appreciated, all of which can impact mental health
and wellbeing.
🌐 WWW.MEQUILIBRIUM.COM
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There are several other digital mental health and wellness platforms to support employees:
2. Woebot
is a mental health chatbot that uses cognitive-behavioural
therapy (CBT) to help users manage stress and improve mood.
3. Wellable
is a wellness platform that offers resources and tools to help
employees improve their physical and mental well-being, such
as fitness classes, health screenings, and stress management
workshops.
4. Talkspace
is a virtual therapy and counselling app that connects users
with licensed therapists and counsellors for one-on-one
sessions via video chat or messaging.
2. Programs to implement to counter burnout
🌐 WWW.WOEBOTHEALTH.COM
🌐 WWW.WELLABLE.CO
🌐 WWW.TALKSPACE.COM
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5. Spring Health
is a digital mental health platform that uses AI to
match employees to the right therapy and
support based on their specific needs.
6. Ginger.io
a mental health platform that offers online
therapy and coaching, as well as tools for tracking
mood and symptoms.
7. Lyra Health
a digital mental health platform that offers
evidence-based treatments for mental health
conditions, as well as coaching and support for
stress management and well-being.
2. Programs to implement to counter burnout
🌐 WWW.SPRINGHEALTH.COM
🌐 WWW.GINGER.COM
🌐 WWW.LYRAHEALTH.COM
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Mental Health days
A mental health day (MHD) is a day meant to help reduce burnout
by countering and treating early signs such as stress and
depression. MHDs provide a short break from work to recharge
and return to work with a healthier state of mind with more
productivity. Managers should have the responsibility to set up
measures that encourage their employees to voluntarily take
MHDs to focus on their mental health without having to take a
vacation.
Through such measures, employees will have the chance to take
care of themselves and prevent any signs and symptoms from
getting problematic and causing burnout. Such measures
increase awareness and prioritise mental health as much as
physical health! Such days should be taken as flexibly as possible
because poor mental health can creep up unexpectedly.
2. Programs to implement to counter burnout
On top of EAPs and implementing different digital software, managers should not forget about the power and
role of human interactions, self-care, and self-reflections in building and maintaining healthy working
settings.
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Mindfulness and meditation programs
There are many ways to practice these:
Guided meditation sessions: Such sessions can be organised as
stand-alone activities individually or in a group and these can
be one off-time activity or frequent and at fixed times. The
exercises might assist the participants to unwind and
concentrate by using breathing exercises, visualisation, and
other methods.
Yoga lessons: Attending yoga classes can help employees cope
with stress and enhance their physical and emotional health.
Mindfulness training: This may take the form of seminars,
classes, or workshops that instruct staff members in methods
for being attentive and present in the present, such as
meditation, mindful breathing, and mindful movement.
2. Programs to implement to counter burnout
On top of EAPs and implementing different digital software, managers should not forget about the power and
role of human interactions, self-care, and self-reflections in building and maintaining healthy working
settings.
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3. Self-care as an essential solution to beating burnout
Research has shown several factors and drivers that can cause
burnout. While some of these are external, some are
"internal". Such an internal cause for burnout is poor self-care
due to the lack of awareness and individual health-focused
competencies. With the help of work-focused initiatives such
as Employee Assistance Programs (EAPs) and Employee
Engagement Tools (EETs), employees will be able to become
aware of their health conditions and identify necessary to-dos
to prevent developing any problematic signs of burnout.
Once the awareness is there, several activities can be performed
such as doing sports, regulating sleep, balancing work-life,
separating private and professional life, maintaining healthy
nutrition, keeping healthy relationships and socialising, and
varying the activities. The use of an EAP can also be of
substantial benefit if it is provided. Overall, employees should
be able to prioritise their wellbeing, if their employers should
also do so. To learn more practical tools, you can also consult
the PROSPER BUSINESS CASE at https://prosper-
project.eu/results/
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3. Self-care as an essential solution to beating burnout
● SLEEP: Adequate and sufficient sleep is the most foundational element for building and
maintaining proper mental and physical wellbeing. While the time of sleep can vary from one
person to another, everyone should have at least 7 to 8 hours of sleep daily and establish a
sleep routine.
● MOVEMENT: Employees and employers have a joint responsibility to ensure physical wellbeing
to maintain mental wellbeing and avoid any unfavourable situations.
● NUTRITION: Eating habits are one of the significant signs of poor or good mental health because
eating disorders can be among the most common symptoms of burnout. Establishing a healthy
diet will not only improve physical wellbeing, but also mental health and even productivity.
● MINDFULNESS: Employees should be mindful of their conditions, needs, and issues and to do so
practising mindfulness through journaling or meditation can increase awareness about their
wellbeing, reduce stress and improve their wellbeing overall.
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3. Self-care as an essential solution to beating burnout
● THERAPY: Seeking professional support is always the best self-care solution, yet, it is not the
easiest decision. Hence, there should be measures in place that support employees to become
aware of their conditions and support them in seeking and accessing professional support.
● MANAGEMENT: A key factor in self-care is self-management. Employees should be trained and
provided with the needed competencies and tools that support their management of tasks and
time and be able to prioritise as well as maintain a work-life balance.
● ENVIRONMENT: Building a supportive and inclusive open working environment can significantly
help to prevent and counter wellbeing issues and prevent them from becoming problematic. For
this purpose, it is important to have peer-to-peer support systems within the work environment.
● FREE TIME: What we do outside of work can dramatically influence our work and its dynamics.
Besides balancing work-life, it is important to use the off-time work wisely and in healthy
manner. For example, practising hobbies or doing volunteer work help to create a sense of
mindfulness and meaningfulness which in return aid wellbeing and even productivity.
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4. Reintegration of employees after hard times
Integrating employees back into the working reality after a hard moment can be challenging, but there are
some strategies that organisations can implement to support their employees during this transition:
● Mental Recovery: Employees should have the right and
the option to take off-time in kind of mental health days
to focus on their mental wellbeing.
● Gradual Return: It is important to avoid shock and
overwhelming moments that result from immediate
overload or excessive work. Hence, a gradual return
from recovery to work is necessary to avoid causing any
collateral damage.
● Organisational Support: Offering ongoing support and
resources, such as counselling services or employee
assistance programs, to help employees cope with any
ongoing stress or emotional challenges.
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4. Reintegration of employees after hard times
● FLEXIBILITY: In a highly fluctuating work world, it is important
to be open to flexible schedules, remote/hybrid work models,
and other alternatives that help employees with work-life
balance.
● TEAM SPIRIT: The team and colleagues can act as the first
defensive frontline to prevent and counter wellbeing issues at
the workplace. To do so, a peer-to-peer system should be
enhanced by organising team-building activities which help the
employees to build connections with their colleagues.
● SENSE OF ACHIEVEMENT: Many of today’s workforce believes
the “hard work pays off” even though it might be a myth,
however, it indicates how employees might think. Thus,
employees should see that their work is achieving something
and this should be recognised and to be possibly rewarded in
recognition of their contributions and outstanding work.
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4. Reintegration of employees after hard times
There are several examples of companies that have implemented strategies for reintegrating employees after
the hard times of COVID-19:
Spotify:
Spotify has implemented a "Work from Anywhere" program that allows employees to work from any location
they choose and has also offered mental health resources and flexible working arrangements.
🌐 WWW.OPEN.SPOTIFY.COM
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5. Novel Technology of Digital Mental Health
A wide range of digital technologies have been demonstrated in the World Economic Forum and Deloitte’s
joint “Global governance toolkit for digital mental health” on the use of information and computer
technology in mental health and wellbeing services. The research group of this toolkit examined 190 use
scenarios in total, each including more than 10,000 users. As a result, they were able to identify a wide range
of strategies, from straightforward instructional websites and mobile applications to electronic mental health
records and more sophisticated technology like virtual reality avatars and implanted neurological devices.
The toolkit comprehensively demonstrates how novel technologies in digital mental health can be applied and
to what extent these technologies can improve employees’ productivity as well as mental health and also the
inclusivity of employees and employers. Applications range from resilience and prevention programs to
specialised diagnosis and treatment tools, and they enable people to get the care they need locally or
globally. The analysis shows that the tools are fairly user-friendly and provide help at affordable prices
despite the wide range of alternatives offered.
The overall conclusion of the research and the toolkit is that digital technologies have immense potential to
deal with a range of issues around employees’ mental health and wellbeing. It is clear that as these
technologies develop, they will play a bigger role in improving people's lives all across the world. A
remarkable feature of novel technologies in digital mental health is the increase in measures and policies
that promote employees’ inclusivity - a crucial aspect of today’s hybrid work model and our PROPSER
training.
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5. Novel Technology of Digital Mental Health
Self Guided Treatment
Virtual Assistants
Telehealth & Peer-2-Peer
Digital Consumer Experiences
Novel Digital Treatments
Neurological Interventions
Computational Psychiatry
Physical, Augmented &
Virtual Reality
Diagnostic Support
Digital Phenotyping
The World Economic Forum and Deloitte’s joint “Global governance toolkit for digital mental health” present
the following 10 novel technologies for digital mental health that can significantly aid both employees and
employers. Despite the increase of digitalisation in health care, technologies that are more human-centric
such as self-guided treatment and peer-2-peer are the most popular!
29.5%
16.3%
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● Self Guided Treatment
Supplying stress, anxiety, depression, and addiction
management solutions through accessible interfaces.
● Neurological interventions
Innovative interventional surgical, ingestible, and
non-invasive methods to manage body function.
● Virtual assistants
Enabling at-scale, natural connection and learning
without stigma or condemnation.
● Computational psychiatry
AI, computational neuroscience, and cognitive
science enhancing psychiatric diagnosis and therapy.
● Telehealth and peer-to-peer
Locating, contacting, and suggesting medical
professionals, therapists, and support groups.
5. Novel Technology of Digital Mental Health
● Physical, augmented and virtual reality
Using robots and virtual worlds to deliver more
interactive awareness, management, and training.
● Digital consumer experiences
Managing patient experience, suggesting helpful
choices, and keeping emotional & mood journals.
● Diagnostic support
Combining new phenotypes, insights, and resources
to enable more precise self-evaluation and diagnosis.
● Novel digital treatments
Gamified therapies for mental health, occupational
therapy, and neurocognitive decline.
● Digital phenotyping
IoT platforms and devices' biomarkers allow for early,
precise identification and provide new services.
Each of the 10 novel technologies in digital mental health has its unique features and characteristics as follows:
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5. Novel Technology of Digital Mental Health
Novel Research and Treatment options
Disruptive technology, which is also enhancing presently accessible treatments, is
opening up new avenues for increasing mental health and wellness. Researchers are
nowadays using novel technologies such as big data to better understand the causes
and effects to increase the effectiveness of therapeutics through data analysis and
the use of more complete data. They are working on integrating more cutting-edge
modalities such as virtual reality, novel pharmaceuticals, neurological brain-machine
interfaces, and computer games to broaden the scope of mental health therapy.
Increased accessibility, availability, affordability and scalability
Employees may now receive digital mental health therapies whenever it is convenient for them
because the traditional restrictions on time, availability, and travel are no longer an issue. The
inherent scalability of technology can also result in a reduction in cost and an extension of the
market for accessible services. The accessibility feature is a significant element in digital
wellbeing and remote work because the more accessible health services are, the greater the
inclusivity in remote work is, as elaborated more in detail in our Module on Inclusivity in hybrid
work.
The potential benefits of digital mental health for employees are various and some of the direct benefits include:
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5. Novel Technology of Digital Mental Health
Less exposure to stigma and discrimination
One can decrease their exposure to the stigma and discrimination around mental issues by adopting digital
mental health services. Employees are encouraged to start their road toward improved mental health earlier
since it is now simpler for them to get mental health services. Employees are more inclined to discuss private
problems with a computer or a remote unknown person because they think that way they can not be judged.
Mass precision and personalisation of services
Precision mental health services can be delivered more
effectively via digital services than with traditional tools,
providing correct timely care for the right patient while
sharpening the focus of service delivery and boosting
results. Digital services make it easier to evaluate
situational variables like language, culture, or
phenotype than conventional approaches do, tailoring
services to meet each client's unique social and
emotional demands.
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5. Novel Technology of Digital Mental Health
Greater satisfaction through consumer empowerment
By selecting their method of support, employees may more easily take
control of their wellbeing and overall wellbeing thanks to digital
services. This raises the possibility of involvement and long-term
beneficial results.
Clinical efficacy similar to, or greater than, existing therapies
Digital mental health services that are correctly developed have shown to
be as successful as, and in some cases more effective than,
conventional therapy when assessed for clinical efficacy. Additionally,
studies have demonstrated that integrative techniques are frequently
more successful than traditional treatment or therapies that only use
digital technology.
Data-driven and outcome-focused decision-making
Users of digital mental health services have the opportunity to track
results and use that data to improve the operation of the products,
boost the effectiveness of therapies, and advance clinical research.
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5. Novel Technology of Digital Mental Health
Promotes equitable access Focuses on prevention
and early treatment
Integrates into
health systems
Needs-based services
Improve population data
quality and quantity
Enables self-determination
Promotes equitable access,
particularly for low-income,
rural, and far-off markets
Makes it feasible to place a
greater emphasis on
protection, fortitude, and
early treatment.
Greater accessibility to
integrated mental health
services in community settings
and primary care settings
There is access to mental health
therapies in line with people's
needs and preferences.
Improved population and
individual data quality to
encourage imagination, inquiry
and strategic judgment.
Enhanced individual self-
motivation to achieve their
own well-being
Some of the indirect potential benefits of digital mental health for employees include:
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5. Novel Technology of Digital Mental Health
The “Global governance toolkit for digital mental health” and its research underline the various benefits of
digital mental health and novel technologies which can aid employees in any working model, especially those in
hybrid and digital working models. One of the great benefits highlighted for employees through such practices
is the increased inclusivity as such digital technologies help reduce stigma and discrimination and they are also
more accessible to a wider range of employees. Although inclusivity might not be one of the main triggers for
such novel technologies, however, promoting inclusivity is a main principle in the application of such
technologies as recommended by the Organisation for Economic Co-operation and Development (OECD) in its
“Recommendation on Responsible Innovation in Neurotechnology”. In this regard, OECD emphasises that to
achieve such inclusivity, relevant actors should:
a) Strive to ensure neurotechnology is both developed for and available to those in need.
b) Promote an enabling policy environment that advances the inclusion of underrepresented
populations including, inter alia, social and economic populations.
c) Take into account the diversity of cultures and strive to minimise inequalities concerning, inter
Alia, socio-economic, and cultural norms, in the development and use of neurotechnology.
More on this aspect follows in the next PROSPER Module about Inclusivity as a part of this online training course.
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In this Unit, we went through different
ways to prevent and prosecute burnout in
the hybrid work environment for better
mental health and wellbeing of
employees. It is important to be aware of
burnout situations by knowing the
symptoms and how to deal with them. As
hybrid work is increasing and
technologies are rocketing, traditional
approaches are no longer effective, and it
is time to rethink their own measures.
SUMMARY OF UNIT 4
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SELF-ASSESSMENT
QUESTIONNAIRE
We offer you a short questionnaire
for self-assessment of the extent to
which you have understood the
content.
The goal is to check and reinforce
what you have learned.
You can take the quiz as many times
as you want. Remember, the quiz is
just part of the process of learning
new things!
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Question 1:
What are the common causes of burnout?
A. Lack of sleep and poor nutrition
B. Prolonged stress and an excessive workload
C. Lack of physical exercise and poor hygiene
D. Lack of social interaction and poor
communication
Question 2:
How can you prevent burnout?
A. By taking regular breaks and engaging in
activities that promote physical and mental
well-being
B. By working harder and longer hours
C. By avoiding social interactions and not taking
time for self-care
D. By not seeking professional help when needed
Self-Assessment (1/2)
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Question 3:
What can companies do to promote work-life balance
among employees?
A. Implementing a “no vacation” policy
B. Encouraging employees to work from home
C. Making it difficult for employees to take time off
D. Providing opportunities for remote work and
flexible schedules
Question 4:
What is one way managers can support their team
members who may be experiencing burnout?
A. Ignoring the problem
B. Providing clear expectations and deadlines
C. Offering regular check-ins and feedback
D. Increasing the workload
Self-Assessment (2/2)
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● Schaufeli, W. B. & Greenglass, E. R. (2001): Introduction to special
issue on burnout and health
https://pubmed.ncbi.nlm.nih.gov/22804495/
● OECD, 2022, Recommendation of the Council on OECD Legal
Instruments Responsible Innovation in Neurotechnology.
https://legalinstruments.oecd.org/api/print?ids=658&Lang=en
● World Economic Form and Deloitte, 2021, Global Governance
Toolkit for Digital Mental Health: Building Trust in Disruptive
Technology for Mental Health.
http://www3.weforum.org/docs/WEF_Global_Governance_Toolkit_
for_Digital_Mental_Health_2021.pdf
● GALLUP, 2023, How to Prevent Employee Burnout.
https://www.gallup.com/workplace/313160/preventing-and-
dealing-with-employee-burnout.aspx
References
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● Lyra Health, 2022, A Manager’s Guide to Preventing Employee Burnout.
https://www.middlebury.edu/office/sites/www.middlebury.edu.office/file
s/2022-
11/A%20Manager%E2%80%99s%20Guide%20to%20Preventing%20Burno
ut.pdf?fv=-QNnAWAb
● Juli Fraga, 2019, A Guide to Burnout.
https://www.healthline.com/health/tips-for-identifying-and-preventing-
burnout
References
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● Active Listening guidelines
● Employee Assistance Programs
● Mental Health Assessment
● Guided Meditation
● Grounding Exercises for self care
Further Reading / Watching /
Listening
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Thank you for learning with
us!
www.prosper-project.eu
You can find us:
● https://prosper-project.eu/
● https://www.facebook.com/Workplace.SMEs.EU
● https://www.linkedin.com/company/workplace-smes/
