Spotting and Addressing Employee Burnout
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I. Welcome & introductions II. Burnout research III. Preventing burnout IV. Addressing burnout
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Spotting and Addressing Employee Burnout
- 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 caused additional 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 in low productivity and high turnover, especially turnover of your most talented employees. THE TRUE COST TO BUSINESS CAN BE FAR GREATER… 6
- 8. Burnout Research What it is and how to get ahead of it 8
- 9. Defining Burnout A response to 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
- 12. What’s The Difference? DISENGAGEMENT I am 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 think of 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 Physical Emotional 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: ORGANIZATIONAL IMPACTS • 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 Greater personal 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)
- 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 Liking one’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-Being Mindset • 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 CYNICISM INEFFICACY 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 burnoutThe role of the organization Addressing burnout
- 25. Thank you! 25