Have you ever heard someone say they are “at the end of their rope with work?” Maybe they say they “weren’t meant to be a social worker/teacher/(insert job here).” As much as we think such statements may be exaggerations about a bad day at work, it is likely that the person in question may be experiencing a real syndrome that can take a huge toll on their mental health: burnout. While burnout may seem like something that an individual can “snap out of,” it is more like a “downward spiral”, that can lead to a person exiting the organization or field of work altogether.
2007 research by NIOSH reports that anywhere from 26% to 40% of American workers find their job extremely stressful. In addition, one-fourth of Americans feel that their job is the number one stressor in their lives.4
Defining Burnout
Burnout is an internal, defensive response to demanding occupational situations and pressures. It contains three dimensions: emotional exhaustion, cynicism, and reduced professional efficacy. Emotional exhaustion is the feeling of being “used up” at the end of the work day, and the most personal aspect of burnout. Cynicism is taking a distant attitude towards the people one works with—either coworkers or customers. Finally, reduced professional efficacy is the feeling the individual has about the work. An individual may feel that he/she is not good at his/her work, or not “cut out” for the line of work that he/she is in.2
Preventing Burnout
According to NIOSH, there are several reasons employees can slip into a state of burnout. It can result from factors such as heavy workload, their supervisor’s management style, lack of coworker support, uncertainty about expectations, lack of job security, and working in dangerous environments.4 Preventing burnout means ensuring that all of these factors are working optimally.
Countless articles have been published regarding potential interventions for burnout. Because burned out employees could be costly for an organization (lost work time, health-related costs, customer loss due to poor service), the best approach is prevention.
For those that work in professions highly susceptible to burnout (e.g. human service fields), one approach may be to involve the employees in a focus group discussion about ways to potentially reduce burnout. In a particular study of this kind, employees who were in a social work setting came up with some suggestions on how they could reduce their burnout. Employees came up with the following solutions, and the combination of these interventions resulted in reduced emotional exhaustion in the employees: 1
- Health Club Benefits: Health club membership was offered to employees if they agreed to use it twice a week. The goal was to promote a healthy lifestyle by improving fitness which in turn would improve wellbeing.
- Better Training: Employees were provided with incentives to attend training sessions outside of work (on paid time). To avoid the potential for these sessions “feeling like more work,” one lucky attendee would win a prize.
- Decision Making Involvement: Employees were asked to actively participate in goal-setting for the organization’s future priorities and offerings. They also had a chance to meet and speak with the decision makers at the organization.
- Constructive Feedback Sessions: Employees felt that more information about their performance would be helpful in reducing the stress they felt at their jobs. They wanted to receive both positive and critical feedback and have a chance to express their concerns with their supervisors.
- Reorganized Work Schedules: Employees expressed a desire for different work schedules to optimize their personal time. This point is relevant for employees who work part-time or short shifts: their desire was to get their hours all at once rather than having to leave and return in order to get their needed hours.
The researchers did not test each of these interventions separately, so there is no data to determine if any of the particular interventions were more effective than others. However, they did find that the intervention that contained all of the above was successful.
NIOSH offers similar suggestions for preventing or reducing burnout. Ensuring frequent rest periods/breaks, allowing employees to participate in decision making, recognizing employees for a job well done, and providing development opportunities were all cited as ways to promote a healthy workplace.4
According to research, employees can be either burned out, engaged, or somewhere in between3. We use several strategies to improve engagement, which are similar to the above burnout interventions. Thus, many firms may consider adopting burnout prevention into their engagement strategy, if they haven’t done so already.
If it seems that burnout is already affecting some of your employees, we suggest using the services of licensed clinical psychologists. Burnout is a serious issue that can lead to very negative outcomes that could require counseling. If your organization has an Employee Assistance Plan (EAP), ensure that it includes information on how employees can find help through counseling or other services.
Burnout can be a costly problem for organizations and their people. Careful attention and prevention should be considered by human resources initiatives in all organizations in order to ensure the continued health of employees and their workplaces.
Amanda Harms | Associate Consultant
References:
- Innstrand S.T., Espnes G.A., & Mykletun R. (2004). Job stress, burnout and job satisfaction: an intervention study for staff working with people with intellectual disabilities. Journal of Applied Research in Intellectual Disabilities, 17, 119–26.
- Maslach, C., & Leiter, M. P. (1997). The Truth About Burnout: How Organizations Cause Personal Stress and What to Do About It. San Francisco: Jossey-Bass.
- Maslach, C. Schaufeli, W.B., & Leiter, M.P. (2001). Job burnout. Annual Review of Psychology, 52, 397-422.
- Stress…At Work. NIOSH Publications and Products. http://www.cdc.gov/niosh/docs/99-101/
Wigisource, a wholesaler of widgets, decided to roll out a new flexible working program. They decided the program would include many facets, including the ability to work from home at least once a month and core hours being the biggest components. Wigisource hoped the program would increase engagement and, in turn, lead to improved widget sales.
About six months after implementation, Chris Friend, a human resources representative, announced the engagement scores had increased from the previous year. Next, Sally Saleson, head of sales, announced sales increased during the quarter following the flex rollout.
The CEO, Pat Sample, was pleased. He was happy to find that the program worked and encouraged all employees to take part in the program.
When rolling out an initiative – whether it be flexible work, casual Fridays, or free coffee – many organizations like to look for subsequent improvements in company performance metrics and then declare their initiative a success.
But truly understanding the effectiveness of any program requires careful measurement. While Wigisource did provide hard data showing that positive outcomes occurred after the program, they were not as diligent as they could have been. A critical eye should have many questions:
- How could they be sure everyone took advantage of the program?
- If they did take advantage, how often did they use it?
-Did they take advantage of both working from home and the flexible schedule?
-Does it really affect these outcomes that quickly?
-How do we know it was flexible work that impacted engagement and not something else?
Conduct a Survey
While there are many ways to collect this information (observation, focus groups, looking at outcomes alone), the easiest is to conduct a survey. A survey is a fairly inexpensive and a fairly fast way to find out this information.
If you are evaluating the success of a flexible work program, here are a couple of staple questions to include. (All items can assume an agreement scale: strongly agree to strongly disagree.)
-I participated in the flexible working program offered at COMPANY this year.
-I worked from home at least one day every month.
-I adjusted my work schedule to better fit my needs.
Correlate to Engagement
As you evaluate the results, look for a connection between positive answers on these questions and positive answers on engagement questions. In addition, see if there is a connection between these questions and your productivity measures.
In the Wigisource example, the productivity measure was increased sales. The expectation would be that better salespeople have higher scores on the flexible working questions.
You may also wish to ask some other questions directly related to flex work that also relate to potential desired outcomes. Sample questions include:
-I would continue to work at Wigisource without the flexible working program.
-I feel the flex work program has helped me balance personal and work responsibilities.
Evaluate for Cause and Effect
While including these items certainly provides better information than looking at outcomes alone, it is possible to go a step further, using advanced statistical analysis.
While we know that flexible work had an impact on engagement and productivity, how important was it compared to other aspects in the workplace? What else might have been going on at Wigisource? Were people feeling more recognized by their bosses for hard work? Were they having a lot of fun with their co-workers? Did they find that their work was more challenging?
This is where the importance of the engagement survey itself comes in. A well-balanced engagement survey should include more than just general questions about engagement. It should ask about the work environment, the manager, the company image, the work itself, as well as any programs rolled out such as flex programs. These are all things that can impact engagement.
In an ideal world, a company would take great lengths to make all of those things better for employees. However, understanding what impacts engagement most will yield the best engagement results. This is done through a process called Key Driver Analysis. A Key Driver Analysis will examine all of the different questions on a survey expected to impact engagement, and provide insight as to which ones are the most important.
Should the items pertaining to use of the flexible work program come out near the top, you can finally rest easy knowing that your program has made significant impact. If it hasn’t, you may wish to revisit your flexibility consultant to determine how you might add more value to the program.
How has your company measured the impact of flexibility? What types of questions would you ask?
Amanda Harms | Associate Consultant
Questar’s research partner, LifemeetsWork, is a consulting firm that helps organizations improve performance through flexible work. If you are interested in adopting flexibility initiatives in your organization, contact Teresa Hopke, Senior Vice President of Client Relations, at thopke@lifemeetswork.com.
It’s that time of year again! Retail businesses are busy competing over offering the best deals that will get customers in their stores while maintaining decent profit margins. This year, stores opened earlier than ever on Black Friday, some beginning to offer deals starting late Thanksgiving night. However, this did not come without pushback from the employees that would have to accommodate the earlier traffic. At a major retailer in the U.S., over 88,000 employees signed a petition to have the store open later, voicing their dislike of having to miss time with their families (NPR News, November 16, 2011).
Stories like this bring up a good question; what keeps retail employees engaged in their work? Based on Questar’s database of retail employee data collected between 2009 and 2011, the following aspects of work are most indicative of an engaged retail employee:
- Pride in working for the company
- Recognition for good work
- Trust in senior management
- Confidence in senior leadership
- Believe in what the company does
In short, this Top 5 list includes both aspects of a strong company image and strong senior leadership, which need to be cultivated over time. In order to build on these key drivers of engagement, senior leadership should work to enhancing their visibility to employees, as well as their openness in communication.
The second point on the list (recognition for good work) raises the question about initiatives retailers take to recognize their employees when they perform well. Questar asked retail employees just that, as well as what they would like their company to do to recognize their work and found the following were most often mentioned:
| What company does | What employees would like |
| 1. Bonuses/raises | 1. Verbal recognition |
| 2. Small gifts/certificates/awards | 2. Bonuses/raises |
| 3. Verbal recognition | 3. Small gifts/certificates/awards |
| 4. Public recognition | 4. Public recognition |
| 5. ‘Pat on the back’ | 5. ‘Pat on the back’ |
Examples of what company does:
- Gives out treats such as cake, hot dogs, and ice cream
- Send out certificates and they recognize us in emails to the entire company
- Pat us on the back, flex time
- I earn a good paycheck for my efforts
- Thank me for doing a good job
- Fill out a piece of paper saying good job
Examples of what they would like:
- A simple thank-you for my hard work is all I’m looking for
- Receiving positive feedback
- A pat on the back is okay
- Steady raise increases when I do a good job
- Just have my manager tell me I’m doing a good job
- Increased money and responsibility
- A gift card for the store would be nice
Although content on this list is similar, what is noticeable is that verbal recognition, such as a simple “thank you,” was most often mentioned when we questioned the employees on what they would like for recognition. However, when asked what the company does, it seems that this type of recognition falls lower on the list, and companies tend to stick to indirect forms of recognition. For example several comments indicated that companies encourage employees to put words of praise for another employee on paper, something that is surely admirable compared to nothing at all. However, the qualitative analysis of comments in this sample indicates that employees would prefer more face-to-face recognition, i.e., hearing it straight from the boss or even a member of management. So, next time you see employees doing great work do not be afraid to tell them directly! Chances are they will really appreciate the effort.
Amanda Harms |Associate Consultant
The other day I was talking to an old co-worker of mine and she was telling me how so many people were leaving her particular company recently. They each had their individual reasons, but she couldn’t quite figure out why so many people were quitting. We joked around about some explanations like; the candy dish was always out of mints, or Larry in the corner cubicle smelled. Although we looked at the humorous side of the situation, high turnover rates can be detrimental to companies.
Good managers know that happy employees are loyal, hardworking, and effective employees. They stay faithful to the company and help drive its success. In browsing through some articles I found five different ways companies can improve employee engagement.
1. Give Employees More Control
“Happiness is affected by [employees'] sense of control over their lives,” says Gretchen Rubin, author of the book The Happiness Project.
Employers should look for ways to give employees more control over their schedules, work environment, and work habits. For instance, employers could offer flexibility for their work schedules such as flextime or telecommuting. These days our demanding schedules continue long after we clock out from the workday, and many employees appreciate a boss who is considerate to a work-life balance. Because every person’s obligations outside of work are different, customized schedules are a great way to improve worker satisfaction.
Employers should also encourage employees to customize their workstations. This could include things like pictures and other items that make them feel more comfortable in their workspace. This not only gives employees some control over their work environments, but it can ease individual hardships like back pain or eyestrain. In addition, studies show that certain colors or décor can improve happiness. Employees will therefore be able to create a place they enjoy working in rather than being stuck in a bland office cubicle.
2. Encourage Social Connections
Socialization is a key component of happiness. “Interacting with others gives people a boost in mood – surprisingly, this is true even for introverts,” writes Rubin.
Employers should find ways to encourage social relationships and design an office arrangement that raises communication. Arrange workstations so employees can see each other and talk. Employers can also encourage office celebrations for holidays and birthdays. These celebrations do not need to be expensive. It can be as simple as asking everyone to bring in a covered dish. Even when there is no reason to celebrate, encourage employees to eat lunch together. Provide a comfortable eating area.
Socialization doesn’t have to be limited to traditional office hours. Encourage out of office gatherings like volunteer programs. This gives employees a chance to develop relationships outside of the office while promoting the company in a positive way. Community service is a great way to build a positive reputation, and it is a happiness booster for all the employees that participate.
3. Promote Good Health
Poor health is not only damaging to employees’ bodies, it can also have a negative impact on your business. “Up to 90% of all doctor visits in the United States are for stress-related illnesses,” according to Dr. Mehet Oz of the Dr. Oz Show. Chronic stress has a wide variety of negative side effects including weight gain, lower immune system, increased risk of disease, and fatigue. Employers should encourage employees to reduce stress levels and improve their overall health.
Employers need to first educate employees on these and other health topics. They can provide reading materials or offer seminars. It’s hard for people to make positive health changes if they don’t know what to change or how to change it.
Once employees know more about health topics such as stress, exercising, and healthy eating, start a health related competition within your company. This offers employees motivation and a support system. (This will simultaneously foster more socialization, killing two birds with one stone!) If the entire office is involved, employees will be more likely to accomplish their goals.
To help employees make positive lifestyle changes, have a kitchen equipped with a refrigerator and microwave to prepare healthy meals. Research shows that preparing food is a much healthier option than eating out. Also, encourage breaks throughout the day. Even small amounts of exercise, like walking, throughout the day are beneficial. If possible, offering a discount on gym memberships is a great way to help motivate your employees to make healthy lifestyle changes.
4. Create an Atmosphere of Growth
Jobs are more than a source of income for most people. Jobs are a venue for employees to grow and learn. In a survey based on the works of Susan Herrington, North Tennessee Private Industry Council about employee motivation, employees ranked job characteristics that motivated them. Surprisingly, high wages and promotions were not even in the top three. Instead, the number one desire for employees was “Full Appreciation of Work Being Done.”
Employers can create an atmosphere of growth by providing training, acknowledging benchmarks, and celebrating accomplishments. Employers should also encourage employees to learn new skills by going to conferences and workshops. Employees will become bored and lose motivation if they are never given an opportunity to expand their skills and responsibilities.
5. Break Up Routines
Surprises add a little spark to life, including the workplace. Even a small treat can boost people’s happiness as well as give us a kick from an unexpected gift. These don’t need to be huge by any means but employers should look for small ways to surprise employees. Occasionally bringing in a special treat such as coffee or baked goods are small gestures that show employees that you appreciate the time they’re putting in.
Another idea is to host an office party for a quirky holiday. Employers could even allow employees to make up their own holiday for your company. For example, March 4th could be ‘We’re four months from the 4th of July’ party where employees can bring in their favorite 4th of July dish. Remember, you can celebrate anything. Again, this does not need to be expensive. The keys are breaking up the routine of the workweek, promoting socialization, and demonstrating your appreciation.
I’m not suggesting your company do all of the things I mentioned in this post, but try implementing one or two at your own office and watch as the engagement of your employee increases, as well as your profit line.
Stephanie Peterson | Strategic Communications and Marketing Coordinator
Filed under: Customer Experience, Employee Engagement, Employee Retention, Uncategorized
The fast food industry has one of the highest employee turnover rates compared to any other industry. When I worked in a fast food restaurant back in high school, I saw new faces at least once a week, but only to see some of them quit after a mere week. To be fair, I only put in five months myself. New employees equal a lot of time spent training and patience for mistakes. Because fast food is meant to be “fast,” it’s hard to be satisfied dealing with employee turnover situations that only slow business down.
Perhaps we should turn to the research for a little guidance?
Employees in the fast food business work in a broader industry called “dirty work.” The concept of “dirty work” was first introduced by a social psychologist in the late 1950’s, referring to work that is either disapproved or stigmatized by members of society who do not work in such jobs. I’m not saying that people disapprove of fast food. However, few people aspire to become a worker at such restaurants. According to the research, we tend to wonder how they can do it. (more…)
Work-life conflict is a major source of employee stress. That stress limits employee performance and leads to unnecessary turnover. One way organizations limit that conflict is by creating flexible work environments that recognize and adapt to the realities of modern family life.
But creating a successful, flexible work environment is not without challenges. Organizations that do it well set up the appropriate framework and provide ongoing support to make flex an integral part of company culture, not a standalone program. Here’s how:
- Structure. Make a conscious decision on how flexibility will be deployed in the organization. Structure may include formal policies OR a purposeful decision to address requests on a case-by-case basis. (more…)
Filed under: Employee Engagement, Employee Retention, Executive Leadership, Uncategorized
As the “great recession” begins to ease, many employees are poised to leave – up to 84% according to some research. And as their employees become restless, leaders in many organizations begin to shift their focus once again from cost containment to talent retention. Yet despite reemerging enthusiasm for talent retention, many organizations are basing their retention efforts on faulty assumptions. (more…)
SIOP 2011 in Chicago was a huge success! Anna Erickson, Brad Buchanan, Bob Blackwood and I represented Questar. The 4,500 people in attendance set a record. It was my first time at SIOP so I can’t compare to previous years, but it was VERY crowded all week. We came to SIOP with a new idea to get people engaged with us as they passed through the exhibition hall. It not only worked, but exceeded our expectations! (more…)
Filed under: Employee Development, Employee Engagement, Employee Retention, Executive Leadership
We are excited to be exhibiting at SIOP conference once again this year. If you are heading there as well, be sure to stop by our booth (215) for your chance to win a new iPad 2 or Kindle. The SIOP conference is a three-day conference that includes the country’s top industrial-organizational psychologists for discussion on current issues and emerging trends in the workplace.
To learn more about the SIOP conference please visit http://www.siop.org/conferences/
Filed under: Customer Experience, Employee Development, Employee Engagement, Uncategorized
I had been thinking about switching internet providers for a few months. A few weeks ago, I saw a promising ad for a free modem and a free month of service followed by a low monthly fee. Sounded pretty good to me, but I wanted to see it in person. I went to one of the company’s kiosks at a local mall, tested the connection on one of the laptops, looked at the coverage maps, and asked a few questions. Next came the sales pitch. (more…)
