Preventing Employee Burnout Coping in the ‘More With Less’ Economy
By Mark T. McNulty
Given the current economic climate, many organizations (particularly those with small workforces) are struggling to do more with less. If you can motivate your workers to give more freely of themselves, productivity will rise. Plus, it won’t be an employers’ job market forever. You need to take steps now to minimize the chances your best workers will leave later.
Respect is one of the keys. That’s right. R.E.S.P.E.C.T. is not only important to the Queen of Soul – it’s a key ingredient in keeping your employees engaged in their jobs. Researchers at the Wharton School of Business drew a conclusive link between employees perceiving a lack of respect from their bosses and co-workers, and high levels of job burnout and turnover. The researchers’ 2006 report “What Makes the Job Tough?” found that a lack of respect makes employees think about and, in some cases, follow through with quitting their jobs.
The study also found that other factors more commonly associated with job burnout – such as high stress, emotionally draining work and long hours – don’t play as big a role as whether an employee feels he or she is treated with dignity and respect.
Employees have different definitions of what it means to be treated with respect, but the study indicated that there are some elements that all generally agree on:
Autonomy. Workers want to feel trusted to do their jobs without having a supervisor constantly looking over their shoulders. They want the freedom to use their judgment and get the job done without micromanagement.
Fairness. Employees want to work in organizations that operate without favoritism – where managers keep a level playing field and all departments are viewed as important contributors to the company’s success. They also want to be judged by and known for their talents and the results they create, not other characteristics that aren’t related to their work.
Common courtesy. Most employees detest corporate cultures where it’s acceptable to bark orders, use inappropriate language or forgo basic manners, all in the name of getting the job done. A civil workplace is essential for employees to feel they’re respected.
Boosting engagement
Employee engagement is “workers’ willingness and ability to contribute to company success” or the extent to which they exert additional energy into their jobs, work extra hours and spend more time resolving problems.
To increase your chances of keeping the very people who are most attractive in a competitive marketplace, boost engagement by implementing these tips:
Take an interest in your employees’ well-being by asking how their day was and following up on their concerns
Give challenging assignments and decision-making authority
Offer career advancement opportunities
Ask your staff for their opinions on key business matters
Show how your company is focused on customers by providing examples
Provide the necessary resources and a clear vision about your business’s goals and direction.
Moving workers from a state of moderate to high engagement can help you retain – and even uncover lost – talent.
Battling employee disengagement
Disengaged employees are like poison ivy: They can spread their disease throughout any organization, easily converting moderately engaged employees into disengaged ones. Once the malady takes root, job performance will erode, harming customer service and eventually profits.
Periodically, you may need to rid your organization of these infectious people, weeding out those who will not blossom. You’ll both benefit: These workers will have the opportunity to find a position more suitable for their needs and interests, and your organization can build morale and be more efficient.
Why you need to be patient
Developing a work environment in which employees are highly engaged is time consuming and challenging – and, unfortunately, changes won’t happen overnight. But by taking an interest in your workers and providing more opportunities for them to learn and grow, you can soon reap the benefits of a highly engaged and productive workforce.
Author: Mark T. McNulty is president of Indianapolis-based HR Dimensions, LLC. He can be contacted at (317) 396-5002 or www.hrdimensions.com
Preventing Employee Burnout