Workplace Burnout

What is Burnout?

‘Burnout’, a state of severe mental and emotional exhaustion most often caused by work-related stress. ‘Burnout’ is recognised by the World Health Organization (WHO) as an ‘occupational phenomenon’. While it is not a medical condition, it has been classified as a syndrome, meaning a collection of symptoms or signs associated with a specific health-related cause.

Too many UK workers are ‘running on empty’, with burnout, mental ill health and work-related stress now costing the economy £28bn a year, research has suggested.

The study, from data and economic modelling from AXA UK and the Centre for Business and Economic Research (Cebr), has argued that 23.3 million lost working days for businesses is due to burnout, stress and general poor mental health.

So, how can you prevent workplace burnout?

1. Policies and Procedures

Employers need to communicate clearly through policies on stress management and/or mental health that anyone with a mental health issue will be supported. Employers need to point out what help is available, as well as be clear with employees about relevant ill health procedures.

An important time in managing and supporting someone with a mental health problem is when they are off sick for periods of two weeks or longer. Managers need to agree how often and how they communicate with the employee, for example by telephone, email or face-to-face visit. It’s useful to set out the importance of this contact in the absence management policy so managers and employees are clear about the need to maintain contact. If the manager is the source of or a contributing factor to the individual’s distress, another member of staff or someone in HR should be the person that keeps in touch.

2. Trust your Instincts

Our instincts can be powerful indicators of someone who is struggling. If your instinct is telling you someone isn’t quite right, check up on them. When something does not feel right, start the conversation.

Regular catchups or supervisions are an opportunity to start the conversation, which should always be in a private, confidential setting where the employee feels equal and at ease. Questions should be simple, open and non-judgemental to give the employee ample opportunity to explain the situation and their feelings in their own words. It’s crucial that managers facilitate an early conversation to identify and implement appropriate support or adjustments. If there are grounds for concern relating to performance, it’s important to address these at an early stage also. A good starting point is asking the employee how they are.

If an employee does not trust their manager, they are unlikely to want to discuss a sensitive issue such as mental health with them. Managers should encourage employees to see their GP as a first step and ensure they are aware of any support available either from their employer, for example by contacting the HR department, using a confidential employee assistance helpline, or to seek assistance from other sources, such as Mind’s telephone helplines or SANEline. 

3. Understand workplace or external triggers

A key part of spotting the signs of burnout are managers being alert to the potential workplace triggers, such as:

• people working long hours and not taking breaks
• unrealistic expectations or deadlines
• high-pressure environments
• unmanageable workloads or lack of control over work
• negative relationships or poor communication
• an unsupportive workplace culture or lack of management support
• job insecurity or poor change management
• high-risk roles
• lone working.

External triggers may also have an effect on an employee’s mental health and wellbeing, such as:

• childhood abuse, trauma or neglect
• experiencing discrimination and/or stigma
• social disadvantage, poverty or debt, homelessness
• bereavement
• severe or long-term stress
• having a long-term physical health condition
• being a long-term carer for someone
• drug and alcohol misuse
• domestic violence, bullying or other abuse as an adult

4. Develop an action plan

Work with your team member to develop an individual action plan.

It’s important that the plan identifies the signs of the individual’s mental health problem, triggers at work causing stress, the possible impact on their work, who to contact in a crisis, and what support they need.

The plan should include an agreed time to review the support measures to check if they have been effective or whether any further adjustments are needed.

Include a date to follow up on this action plan and set up a subsequent meeting. Managers who know their staff and regularly hold catch-ups or supervision meetings to monitor work and wellbeing are well placed to spot any signs of stress or poor mental health at an early stage. Often the key is a change in typical behaviour. Symptoms will vary, as each person’s experience of poor mental health is different.

5. Consider some possible adjustments in the workplace to support a struggling employee

Here are a few examples of possible adjustments:

• Flexible hours or change to start or finish times.
• Change of workspace, for example quieter, more or fewer people around, dividing screens.
• Changing the balance of desk work and customer-facing work, reducing caseloads, changing shift patterns.
• Working from home at certain times or on certain days in a given period.
• Provision of quiet rooms.
• Agreement to give an employee time off for appointments related to their mental health, such as therapy and counselling.
• Increased supervision or support from manager, buddy or mentor.
• Mediation can help if there are difficulties between colleagues.
• Encouraging employees to do things that support good mental health, such as exercise, meditation or eating healthily.

6. Actions to take whilst an employee is off sick

An effective return-to-work interview can build trust and engagement and support a smooth and sustainable return to work. When the person is ready to return, the manager should arrange to meet  in a neutral and comfortable venue to discuss the details of the employee’s return. The employee should know in advance to expect a return-to-work meeting and that this is a supportive process to help them make a successful and lasting return to the workplace.

Access to occupational health services is identified as one of the most effective interventions for long-term absence.

Also, NHS England’s Adult Improving Access to Psychological Therapies (IAPT) services – offering cognitive behavioural therapy, counselling and employment advice – may benefit employees, with referral usually through their GP.

Employers can also build links with, and encourage employees to access support through, third sector organisations such as local Minds, which offer a range of mental health and employment or vocational support services.

If you have an employee who is suffering with workplace burnout or long-term sickness absence, then we can provide support and guidance for you on how to appropriately manage the situation.

Photo by Annie Spratt on Unsplash