82% of employees are at risk of occupational burnout, according to a study conducted by Mercer in August this year. It’s not surprising given the rapidly changing world, increasing geopolitical uncertainties and faster pace of life and work – these all disrupt the mental well-being of each one of us. Magda Pietkiewicz, a labor market expert and creator of the Enpulse platform, which is used for employee engagement research, discusses the burning issue of occupational burnout and how to counteract it.
Occupational burnout refers to a state of chronic work-related stress, which can manifest as emotional exhaustion, a sense of depersonalization, or excessive self-criticism. Symptoms include constant fatigue, cynical and negative attitude towards work, a significant drop in productivity, sleep problems, headaches, digestive system issues, and frequent frustration. The main cause of burnout is often excessive commitment to work.
Anyone can burn out
Statistically speaking, those most at risk are people between the ages of 40 and 60, working in professions requiring high emotional and social engagement, such as doctors, teachers, salespeople, or civil servants. The threat also applies to people performing monotonous work, such as in factories or corporations. Burnout is favored by traits such as perfectionism, setting too ambitious goals, lack of assertiveness, and fear of failure.
“Of course this is just theory, because in reality, anyone can suffer from occupational burnout. We must remember that our condition is affected not only by what happens at work, but also outside of it. The rapid development of technology and constant geopolitical changes and threats, such as economic or climate crises, create additional pressure – we face greater burdens than ever before. With such a ‘baggage’, we come to work, carrying with us emotions and stresses that do not stay at home. We cannot forget that our professional and private life are connected vessels – what happens at work affects our free time, and problems and challenges outside of work are reflected in how we function in the company. Understanding this dependence is key for both us and the organizations we work for,” says Magda Pietkiewicz, a labor market expert and creator of the Enpulse platform.
Significance of the problem
Occupational burnout is not a new phenomenon – the term appeared in the 1970s. American psychologist, Herbert Freudenberger used it to describe a state of emotional, physical, and mental exhaustion caused by long-term work stress. Despite 50 years passing, public awareness of the problem is still low. Only 32% of employers are aware of the consequences of poor employee management. This means that over 60% of firms do not pay sufficient attention to the mental health of their employees.
“Many managers claim that they know their team well and could easily spot any signs of burnout among their employees. They forget or are not aware that occupational burnout is a long-term process. It’s not like we feel good on Monday, and are burnt out by Tuesday. Occupational burnout is composed of several phases: enthusiasm, stagnation, frustration, apathy, and burnout. One state flows smoothly into another and it’s hard to notice the difference from day to day. Combatting burnout is crucial as, according to recent media reports, 41% of employees find the simplest way to cope with occupational burnout is to change jobs. If we do not appropriately take care of our employees, we risk losing them,” warns Magda Pietkiewicz.
Mindfulness is the cure for burnout
Combating occupational burnout should be a conscious act of every company. It’s essential for managers to start looking more closely at their employees, as their role consists of managing the potential of the team. In this context, creating an organizational culture based on respect and empathy becomes key. Managers should encourage open communication and offer psychological support. Transparency and appreciation of employees are equally important. Building a healthy atmosphere, and greater mindfulness of employees’ needs, are the basis for taking care of well-being in the company.
“Digital tools enabling the measurement of engagement can prove invaluable in the fight against occupational burnout. They allow the assessment of various aspects of employee motivation, such as the atmosphere in the company, the sense of tasks carried out or the feeling of being appreciated by superiors. These advanced solutions, often using artificial intelligence, analyze complex data, identifying subtle patterns and trends. This makes it possible to register changes, detect problems earlier and take preventive action,” Magda Pietkiewicz emphasizes.
Source: https://managerplus.pl/82-pracownikow-zagrozonych-wypaleniem-zawodowym-27233
