EMPLOYEE Wellbeing - Buffering against Burnout.pptx
- 2. EMPLOYEE WELLBEING: BUFFERING AGAINST BURNOUT
- 3. What you will get out of today Understand Employee wellbeing Why its important to think about wellbeing at work Learn How to create a positive work environment How to Negate Burnout Some practical things that you can do
- 4. What is employee wellbeing? The overall mental, physical, emotional, and economic health of your employees. Influenced by relationships with co- workers, the decisions they make, and the tools and resources they have access to, Hours, pay, and workplace safety etc. It is a critical component of a healthy working environment and organization
- 5. Why does wellbeing at work matter? A wellbeing strategy can help employees feel valued and supported at work Improve employee engagement and motivate teams to reach their goals. Increases productivity and helps employees develop better habits Higher employee morale Preventing lost time due to absenteeism, stress, and illness
- 6. Why does wellbeing at work matter? Ability to attract and retain skilled individuals Decrease presenteeism Raise reputation of company as a good place to work and progressive, reliable source of products Reduce health care costs (mental health major driver itself and contributor to physical health problems)
- 7. What is burnout ? A condition that derives from chronic emotional stress at work. A feeling of mental exhaustion stemming from workplace duties. characterized as a state of exhaustion, ineffectiveness , cynicism, and reduced personal fulfillment.
- 8. Burnout-The Downside Strong Positive correlation between burnout and job engagement. A burned- out brain cant concentrate as easily or separate itself from problems. Compromises innovation, Risk assessment, and decision-making. Doesnt just affect the individual; its symptoms are contagious and can quickly infect your entire workplace.
- 9. Why is it Important to Negate Burnout ? The negative effects extend beyond their work lives and into their home and social lives. Can increase an employees risk for getting sick or developing a chronic condition. Can lead to more time away from work, lower productivity, increased workplace resentment and other negative qualities.
- 10. CAUSES OF BURNOUT Heavy workload- Are any departments understaffed? Are you proactively addressing workload issues? Intense pressure to perform at high levels, Job insecurity, Long work hours, Excessive travel, Office politics and conflicts with co-workers.
- 11. CAUSES OF BURNOUT Unfairness: Have you noticed any instances of favoritism or discrepancies in workload or pay at work? Conflicting values: Could any tasks or methods be at odds with your employees personal values? Are employees pursuing a career path theyre passionate about?
- 12. CAUSES OF BURNOUT A lack of control: Do your staff members have autonomy over their work? Are they encouraged to take control? Or are they reprimanded for not following a predetermined path? No recognition: Are you consistently rewarding employees through verbal praise, encouragement, or bonuses? Cultural breakdowns: Is the team spirit alive and well in your organization?
- 13. CAUSES OF BURNOUT For HR teams, stressors may also include; Dealing with a greater number of employee issues, Handling tasks that arent typically within their purview and; Complying with fluctuating workplace regulations.
- 14. ORGANIZATIONAL RISK FACTORS Poor organization of work plays a significant role in Causing Burnout Content of work Workload Participation and control Job content Context of work Role in organization Reward Equity Interpersonal relationships Working environment Workplace culture Home-work interface
- 15. CONTENT OF WORK Workload Excessive workload Insufficient work Lack of participation and control Inability to participate in decision-making Inability to choose how to complete work Job content Monotonous tasks Unpleasant tasks Aversive tasks Killer combination: High demand with low control
- 16. CONTEXT OF WORK Role in organization Role conflict Role ambiguity Lack of reward (recognition) Lack of recognition of work (e.g., through salary) Low status Inadequate social support in the workplace Inequity (lack of fairness) Perception that workplace is not just or equitable(e.g., in terms of workload, salary, or promotion) Poor management of organizational change (e.g., downsizing) Poor interpersonal relationships Unsupportive supervision Poor relationships with colleagues Bullying, harassment or violence Isolated or solitary work Working conditions Inadequate physical environment (e.g., noise, pollution, light, danger) Irregular working hours (e.g., shift work or excessive working hours) Workplace culture Poor communication Poor leadership Lack of clarity about workplace objectives and structure Homework interface Conflicting demands at home and at work Lack of support for home at work Lack of support for work at home
- 17. Symptoms of Burnout Fatigue or energy depletion Decreased engagement at work, feelings of negativism or cynicism related to one's job Reduced productivity or efficacy Mood swings Uncharacteristic sensitivity Working more than usual Decreased socialization Increased time away from work Doesnt always look the same for everyone. Yet, the impacts of burnout are typically uniformlower-quality work and detrimental health effects.
- 18. Burnout Pointers! Negativity- Cynicism is a chronic symptom of burnout that can quickly drive down morale. Complaining, backstabbing, and belligerence can affect the tone and temperature of your office environment. Productivity Dips- Theyre less motivated, less committed, and less interested in the work. Its not just a case of monitoring absences or missed assignmentspeople can be
- 19. BUFFERING AGAINST BURNOUT Treat Burnout Individually-Not everyone displays the same signs of burnout, so you need to get to know your employees personally Encourage Employees To Audit Their Emotions - Emotions dont cause the pain associated with burnout; a persons relationship with them does. Emotions become debilitating when you resist them or try to fight them off.
- 20. BUFFERING AGAINST BURNOUT Ensure appropriate workload in both quantity and type of work (i.e., try to avoid passing payroll duties onto an HR professional if they are uncomfortable with the task just because the workplace is short- staffed). Meet regularly with teams to gauge their emotional states and pare down work duties as needed. Take immediate action on negative and illegal actions in the workplace immediately
- 21. BUFFERING AGAINST BURNOUT Recognize and celebrate employees successes. This contributes to improved morale and decreased stress levels. Promote exercise among employees, as its a proven stress reliever. Encourage employees to utilize their allotted paid time off.
- 22. BUFFERING AGAINST BURNOUT Train other managers on how to keep employees engaged and motivated at work, and how to spot signs of burnout. Clearly communicate that employees should reach out if they are experiencing burnout, and that there will be no punishment for seeking help. HR leaders should also be ready to adapt these actions to conform to the unique needs of their teams. If some tactics arent
- 23. BUFFERING AGAINST BURNOUT Invest In Your Employees Home Life-The office isnt the only stage where the symptoms of burnout surface. Workplace stress is tied to tension at home.
- 24. BUFFERING AGAINST BURNOUT Set Up A Burnout Prevention System- Create a system to monitor burnout, and intervene when necessary. Instill Meaning In Your Workplace- People who dont find meaning in their jobs are more prone to burnout. Contextualizing every task in terms of the companys overall goals and bringing each of your employees into a transparent discussion about their personal
- 25. INVOLVE EMPLOYEES Solicit feedback and ideas from employees on: Things that stress them out at the workplace Things that they love about the workplace What changes would make them feel happier in the workplace? Do they have positive experiences from other companies that might be adopted? Create a workplace wellness committee
- 26. Key elements for creating positive environments Leadership commitment Encourage communication Policy and processes Evaluating and reviewing
- 27. Challenges of wellness initiatives Setting and Measuring goals-Getting a clear idea of what your current employee wellbeing looks like can be tricky. Inability to provide the programs that they promised to offer. Or if they do take action, the resources and policies they endorse may not be widely used. Having a constant eye on employee reactions to the program and obtaining feedback can help solve this problem