How to address employee burnout

In a series of articles, Laura Findlay, from our partners at IHRS, is taking a look at wellness – and explaining why it should be a priority for employers. Using the ‘Eight Dimensions of Wellness’ model (originally developed by Dr Peggy Swarbrick) she will look at the eight key areas which make a difference towards wellbeing.

This article focuses on occupational wellness – which refers to the personal satisfaction that can be derived from one’s work. What are the steps employers can take to ensure the occupational wellness of their staff?

Take a preventative and more holistic approach

Prevention is lower in cost than crisis management — it creates higher performing employees, leads to lower turnover and more engaged employees — the benefits abound.

Use surveys to spot languishing warning signs

Surveys are a great way to track employee engagement, but the mistake organisations make with them is not acting on the feedback. For example, if you ask for an employee’s opinion and do nothing about it, this can lead to even greater disengagement. On the other hand, if employees are languishing – meaning apathetic or disengaged – offering regular check-ins about mental well-being helps your leaders understand macro-level trends across teams, learn where people are struggling, and more effectively pinpoint solutions to help support them.

Build a flourishing workforce

Use evidence-based assessments to determine where a person is on the well-being spectrum and science-backed approaches to help move them from languishing toward flourishing. Combining the latest in behavioural science, coaching, and leading technology, your organisations will be able to address complex challenges with a personalised, high-touch, and scalable approach.

Use coaching to help employees build key mindsets and behaviours

Coaching can be one of the biggest drivers to help employees learn from their own resilience and practice self-compassion, which is needed to overcome languishing. When employees reflect on their own solutions, they can take more ownership over their feelings and gain insight into change.

Leadership must model behaviours that drive lasting change

Successfully addressing languishing starts with creating space and psychological safety to have company-wide conversations around these feelings. When senior leaders and people of influence discuss languishing, it helps normalise feelings for employees, removes the stigma, and makes it easier for others to come forward.

IHRS can build practical well-being benefits for your employees. For example, we can provide training and managerial coaching. In addition, if you have a wellness policy in place, IHRS can review the policy to ensure it is up to date and fit for its purpose. We can assist with your wellbeing initiatives whether these are small or large scale.

For help in achieving wellness in the workplace, contact the IHRS team who would love to hear from you. Email, call 01604 709509 or visit the website.

About the author

Laura is a HR professional with 20 years’ experience with Financial Services, the majority of which has been within insurance. In her role with UKGI Group, Laura provides objective support to firms on employment law and HR issues. She uses her interpersonal skills and knowledge to work with firms to help them develop strong and resilient HR strategies and establish healthy organisational cultures. Laura’s clients receive personalised support with a real can-do approach.

Laura is an Associate of the Chartered Institute of Personnel and Development (CIPD). She holds a Diploma Professional Development Scheme.

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