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The Final Word by Helen Roush

Burnout is a serious workplace issue. According to Forbes, it's usually caused by a disconnect or an imbalance between key job demands, job resources, and the ability to recover at both work and outside of work.

According to a recent Gallop Poll of approximately 7,500 full-time employees, 23 percent feel burnt out at work either very often or always. 40 percent feel burnt out sometimes.

According to the Gallop Poll, 63 percent of employees that are burned-out are more likely to take a sick day and 2.6 times as likely to seek other employment.

According to Forbes, it's leadership's responsibility to recognize and fix employee burn-out and to forge cultures where burnout is less of a possibility.

Forbes offers suggestions for reducing burnout. The first is job control. Forbes states that organizations that support an autonomous environment grew at four times the rate of control-oriented companies and had one-third the turnover. Employees need to have recognition as it's a true sign of belonging. Employees need to feel valued and respected for their contributions. Another suggestion is community as relational energy and how much your interactions with others motivate, invigorate and energize rather than drain and exhaust employees.

Leaders who feel burned out can and will "infect" a team and leave a lasting imprint on a team. Alternatively, high levels of leader support have consistently been shown to reduce burnout. Forbes suggests to say than you more, offer frequent, accurate, specific and timely feedback to employees, be clear when giving assignments, make constructive feedback a learning-focused conversation, and keep people informed of changes.

According to Forbes, employers who are able to get ahead of the burnout will gain a distinct advantage over their competitors.

Helen Roush is Executive Vice President of Paperitalo Publications.


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