In Part 1 of our 3-part series on job burnout we introduced the condition along with its causes and effects. In Part 2 we looked at how RTW Coordinators could help prevent, identify signs of and assist employees recover from burnout. In Part 3 we look at what employers can do to help prevent job burnout, and how they can best facilitate a sufferer’s return to work.

Employee burnout can have considerable consequences for employers. Losses are not limited to the diminished productivity of the burned out worker, there can also be a number of ripple effects. For instance, colleagues can come to resent the burned out worker’s attitude, absence or the additional work they may have to carry out. This kind of feeling can result in a toxic work environment where overall morale and productivity is threatened.

It is in both the employee and the employer’s interest to prevent job burnout. Where burnout is unavoidable, it is in the employer’s interest to manage that worker’s return carefully. Dealing with burnout requires not only the personal commitment of the employee, but that of management and the company as a whole.

WAYS EMPLOYERS CAN PREVENT JOB BURNOUT   

Employee surveys

In a previous article, “They’re the voice, try and understand it” we explored Dr Peter Cotton’s case for the use of Employee Opinion Survey’s (EOS's) in the workplace. Surveys allow the employer to gain an insight into office morale. This is of great benefit in the context of job burnout where prevention is the goal, as survey results may be able to identify problems before they have major consequences.

Monitor your workplace and workforce

It is important to be mindful of burnout symptoms on a day to day basis. In times of crisis or pressure it is easy for employers to overload their ‘go to’ workers to get the job done. This may be unavoidable in the short-term but it is not sustainable in the long-term. Employers will benefit from taking a step back every so often, thinking about how workers (especially those who may have been overloaded) are coping and adjusting workloads accordingly.

Communicate support

Every employee benefits from managerial support, which has been shown to help reduce job burnout. Employers can demonstrate support by:

• Remaining fair and constructive in all communications; and
• Providing positive feedback as to skills and performance.

Wellbeing programs

The best way to prevent job burnout is to ingrain a culture of mental and physical wellbeing into the workforce. Each individual workplace can tailor programs to meet their individual needs (perhaps identified by an EOS) to improve anything from team morale to physical fitness.

These programs will cost money, but not nearly as much as is lost through burnout and the various individual symptoms that alone can reduce productivity.

Popular wellbeing program options include:

• Free relaxation exercises (ie meditation, yoga);
• Health programs (ie risk assessments, education, lifestyle change seminars);
• Health seminars (ie healthy cooking classes);
• Annual fitness events; or
• Onsite gym or offsite gym subsidy.

WHAT EMPLOYERS CAN DO DURING EMPLOYEE ABSENCE DUE TO JOB BURNOUT

Intervention Procedure

The prospects of any return to work are bolstered by employer involvement while the employee is recovering, and burnout is no exception.

Employers may meet with an employee and discuss short-term and long-term solutions. Not only will this provide management with piece of mind but it may clear up any uncertainty the employee may have, leaving them focused on preparing themselves for a successful return to work.

Larger companies employing workers who have gone through similar experiences can facilitate discussion. If available, employers might arrange for the worker (and any supervisors) to attend seminars on work-related stress to educate all concerned about how to best prevent the same thing happening again in the future.

WHAT EMPLOYERS CAN DO AFTER EMPLOYEE RETURNS

Reintegration Program

Some kind of reintegration program can provide the structure needed for a worker to be built back up to speed. Elements of a program may include:

• Regular meetings where parties can discuss progress and expectations;
• Use of a mentor who acts as a first point of contact and can oversee the gradual increase of workload; and
• A feedback system through which a worker can be assured things are progressing.

THE FINAL WORD

Burnout is not a new problem but it is a persistent one. It is a costly problem but in many cases also a preventable one. Taking the necessary steps to reduce or eliminate risk factors requires an investment of time and money but the return on that investment is considerable. A workplace that is focused on mental and physical wellbeing of its staff will benefit both the employee's health and the company’s bottom line.