Burnout Prevention
To prevent the appearance of the phenomenon of professional burnout, it is recommended to ensure that the organization of work and the constraints it generates do not overload employees and do not put them at odds with with respect to the rules and values of their profession. It is also important to enable teamwork and encourage social support. And more generally, it is recommended to implement a collective PSR prevention approach
Identify burnout situations
At the individual level, the employer, management, those involved in prevention within the company, and the occupational health service must be vigilant for a set of signals that could suggest that an employee may be in danger. burnout situation:
Does the employee complain of lacking the energy to accomplish his work?
Does he report concentration problems or lack of mental availability at work?
Is he easily irritable?
Does he devalue the work he does, his own efficiency and his skills?
Does he show signs of professional disinvestment?
A change in the employee's attitude, a withdrawal into oneself, an unusual disengagement are all signals which must concern the professional environment.
At the collective level, psychosocial risk screening indicators can be examined.
Burnout can also be identified using questionnaires (see the FRPS questionnaire sheets).
Implement collective prevention measures
Appropriate prevention measures must be sought and implemented. Their objective is to reduce the professional demands placed on employees and to increase the resources at their disposal.
Examples of collective burnout prevention measures:
Be careful not to overload certain positions or certain employees,
Promote social support and avoid isolation: establishment of discussion groups on professional practices, strengthening of teamwork (working time reserved for job rotations, spaces for sharing experience and exchanges),
Improve feedback on work efficiency, recognition of work accomplished,
Be vigilant about the fair treatment of employees,
Avoid ethical conflicts around the quality of work, by sharing objectives and ways of achieving them.
Caring for people with burnout
When one or more people are victims of exhaustion, management can offer them an interview to take stock of their difficulties. The reasons for their condition related to work must be sought. At the same time, they can contact the occupational doctor. This will assess the need for referral to specialized care and will assess the opportunity for a job adjustment or a redefinition of the objectives and means at their disposal. The occupational health service can also help the company identify occupational risk factors linked to cases of burnout brought to its attention.
Professional exhaustion or burnout
Professional exhaustion or burnout
When professional investment becomes too heavy to bear
Burnout or professional exhaustion, initially identified among healthcare and helping staff, can affect all professions that require intense personal commitment. Preventive measures must prevent a worsening of the health of people already threatened with exhaustion and, at the same time, prevent the occurrence of other cases.
Exhaustion or burnout
Professional exhaustion syndrome, or burnout, is a set of reactions following situations of chronic professional stress in which the dimension of commitment is predominant. It is characterized by 3 dimensions:
emotional exhaustion: feeling of being emptied of one's emotional resources,
depersonalization or cynicism: insensitivity to the surrounding world, dehumanization of the relationship with others (users, clients or patients become objects), negative vision of others and of work,
the feeling of personal non-fulfillment at work: feeling of not being able to respond correctly to the expectations of those around you, depreciation of one's results, feeling of waste, etc.
Many professions require significant personal and emotional investment. Employees in these professions may be affected by the risk of burnout when they come to feel that there is too great a gap between their expectations, the representation they have of their profession (driven by values and rules) and the reality of work. . This situation, which exhausts and “emotionally” empties them, leads them to question their initial investment.
Examples of risk exposure
Exposure to the risk of burnout may concern the professions of help, care, teaching, etc. professions where the relationship with others is at the center of the activity and constitutes an issue, sometimes vital, for the beneficiaries. of this relationship (users, patients, clients, etc.). However, burnout can also concern other sectors of activity likely to mobilize and commit people to very significant professional values.
Risk factors
Professional burnout being a consequence of stress at work, stress factors are among the causes of burnout. Different studies have specifically highlighted the role of the following factors:
Work overload, time pressure,
Low control over his work,
Low rewards,
Lack of fairness,
Value conflicts, contradictory demands,
Lack of clarity in objectives and means.
The effect of these risk factors can be combined, for certain helping relations professions (nurses, doctors, social workers, teachers, etc.), with the emotional burden inherent to these professions.
Accidents and health effects
The manifestations of professional burnout, more or less acute, can be:
emotional (feeling of emptiness, helplessness, loss of self-confidence, irritability, pessimism, “bureaucratic” attitude, etc.),
cognitive (difficulty concentrating, indecision, difficulty carrying out simple operations, alteration of the quality of work, etc.),
physical (generalized fatigue, headaches, back pain, muscle tension, sleep problems, etc.)
interpersonal and behavioral (withdrawal, isolation, aggressiveness, impulsivity, reduced empathy, addictive behaviors, etc.)
motivational and attitudinal (negative attitude towards work and others, disengagement, etc.)
The symptoms of burnout are in fact quite complex, not very specific and can progress towards depression or anxiety.
Holistic approach to employee well-being
Yes, the principles of a holistic approach to well-being, considering both physical and psychological aspects, can be applied to workers in various professions. In the workplace, a focus on holistic well-being can lead to increased job satisfaction, productivity, and overall employee satisfaction. Here's how:
1. **Integrated Wellness Programs:** Design workplace wellness programs that address both physical and mental health. Offer fitness initiatives, stress management workshops, and access to mental health resources.
2. **Individualized Support:** Recognize the unique needs of each employee. Provide flexible work arrangements, reasonable workload expectations, and support for mental health challenges.
3. **Communication and Feedback:** Foster open communication channels between employees and management. Encourage feedback and create a supportive work culture where concerns can be addressed constructively.
4. **Mental Health Support:** Ensure access to mental health services, such as counseling or employee assistance programs, to help employees navigate stress, anxiety, and other mental health challenges.
5. **Alignment of Goals:** Align organizational goals with employee well-being. Promote a culture that values work-life balance, professional development, and personal growth alongside achieving business objectives.
6. **Rest and Recovery:** Promote the importance of breaks, vacations, and adequate rest. Encourage employees to take breaks during the workday to refresh and recharge.
7. **Risk Assessment:** Regularly assess workplace factors that could contribute to stress or burnout, such as workload, deadlines, and workplace culture. Implement strategies to manage these risks effectively.
8. **Skill Development:** Provide opportunities for employees to develop skills related to stress management, time management, and resilience. This can enhance their ability to navigate challenges effectively.
9. **Holistic Health Monitoring:** Implement wellness assessments that consider both physical and mental health indicators. Early identification of potential issues allows for proactive support.
10. **Education and Empowerment:** Educate employees about self-care, stress management, and the importance of maintaining a healthy work-life balance. Empower them to prioritize their well-being while contributing to the organization's success.
Applying a holistic approach to employee well-being acknowledges that individuals are multifaceted, and their overall health is influenced by various factors. By creating a supportive and balanced work environment, organizations can contribute to the long-term satisfaction and success of their employees.