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Spotting and Addressing Employee Burnout
This document discusses employee burnout, including: - Burnout is a response to prolonged stress that leads to feelings of exhaustion, cynicism, and inefficacy. It results from high engagement but low well-being. - Common causes of burnout include high workload, lack of support, role conflicts, and disconnect between personal values and job demands. - Burnout has negative organizational impacts like increased turnover and reduced commitment, as well as personal impacts like poorer health and lower productivity. It is also contagious. - Both preventing and addressing burnout are important. Prevention involves creating engaging work with challenges, support, fairness and work-life balance. Addressing burnout recognizes its signs and provides recovery opportunities
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Spotting and Addressing Employee Burnout
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- 2. Agenda • Welcome& introductions • Burnout research • Preventing burnout • Addressing burnout • Q&A
- 3. Our Background Julianne Tillmann,Ph.D. Director of Research, Limeade Institute, Limeade Sarah Stevens, SHRM-CP Sr. Manager, People Team, Limeade 3 Christine Bilheimer Sr. Strategic Account Executive, Customer Success Team, Limeade
- 4. BURNOUT – AN “OCCUPATIONAL PHENOMENON” 4(WHO,2019 https://www.Who.Int/mental_health/evidence/burn-out/en/)
- 5. Workplace stress causedadditional expenditures of anywhere from $125 - $190 BILLION PER YEAR 5%-8% Representing Goh, Pfeffer & Zenios, 2015 High demands at work was responsible for $48 BILLION IN SPENDING OF NATIONAL HEALTH CARE SPENDING 5
- 6. Burnout results inlow productivity and high turnover, especially turnover of your most talented employees. THE TRUE COST TO BUSINESS CAN BE FAR GREATER… 6
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- 8. Burnout Research What itis and how to get ahead of it 8
- 9. Defining Burnout A responseto prolonged exposure to emotional, physical and interpersonal stressors Characterized by the feelings of: 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 9
- 10. 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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- 12. What’s The Difference? DISENGAGEMENT Iam past the point of caring or I have never cared at all This is just a job BURNOUT I have cared so deeply, for so long, without a break from the stress that I have become depleted and cynical I have given everything to this job ENGAGEMENT I am energized by and connected to this job, so much so that I get purpose from it This is way more than a job 12
- 13. Most companies thinkof burnout as a PERSONAL issue, when it is really an ORGANIZATIONAL one… ORGANIZATIONS have a responsibility to help their employees PREVENT burnout and ALLEVIATE burnout 13
- 14. Maslach,Schaufeli,& Leiter, 2001;Mayo Clinic,2019 14 Overload – workload and time pressure Lack of support from managers Lack of feedback Lack of participation in decision making Lack of fairness and equity Role conflict and ambiguity; job or organizational changes Valuesdisconnect and Broken psychological contract Demands outside of work Common Causes of Burnout
- 15. Signs of Burnout PhysicalEmotional Behavioral Exhaustion – feeling tired all the time Diminished health Headaches, muscle pain Change in sleep Change in appetite Cynicism, negative outlook Lack of motivation Decreased satisfaction Feelings of inefficacy, self-doubt Withdrawal from responsibilities Procrastination Intentional isolation Frustration Skipping work, coming in late, leaving early 15
- 16. 16 Burnout Leads to: ORGANIZATIONALIMPACTS • Reduced organizational commitment • Absenteeism • Intention to leave • Actual turnover PERSONAL IMPACTS • Lower productivity • Stress-related health issues • Increased substance abuse • Anxiety, depression and decreases in self-esteem Maslach,Schaufeli,& Leiter, 2001; Burke & Greenglass,2001
- 17. Burnout is Contagious Greaterpersonal conflict at work Increased work disruption “Spillover” into people’s life outside of work 17 Maslach,Schaufeli,& Leiter, 2001; Burke & Greenglass,2001 Burned out employees were more than 2x as likely to have tried to convince another colleague to leave the job with them (31% vs 12%) 2020 Employee Care Report(inpress)
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- 19. 19 Burnout ADDRESSING • Recognizing burnout •Providing recovery opportunities PREVENTING • Create conditions for employees to be engaged • Foster a well-being mindset across the organization
- 20. LimeadeInstitute, 2018 20 Likingone’s work and being energized by it Respected and supported by colleagues and manager Being challenged,learning and using one’s strengths Being able to focus and manage work stress Having a life outside of work Being valued, included and treated fairly Making a difference and having a purpose Caring, supportive organization Creating Conditions for Engagement
- 21. 21 Fostering a Well-BeingMindset • Empower employees to build in recovery moments • Help employees find and keep their purpose • Give employees permission to set emotional and physical boundaries with their work (and have managers lead by example) • Help employees understand how they think about stress individually and as a team • Help employees find their “sweet spot” of stress • Encourage and enable managers to have meaningful check-ins with employees
- 22. Recognizing Burnout EXHAUSTION CYNICISMINEFFICACY PHYSICAL SIGNS EMOTIONAL SIGNS BEHAVIORAL SIGNS
- 23. Recovery Detachment Relaxation 23 Mastery Hahn, Binnewies,Sonnentag, & Mojza, 2011; Sawhney, Jennings, Britt, & Sliter, 2018; Sonnentag & Fritz, 2007; Sonnentag et al., 2010; Sonnentag, Venz, & Casper, 2017 Social Connections Recovery - processes and activities that replenish key resources
- 24. Key Takeaways Preventing burnoutTherole of the organization Addressing burnout
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