The result of a research which studied more than 20,000 employees and leaders all over the world show that employee burnout has become a growing concern. Precisely, about 80 per cent of employees said they’re experiencing “some level of burnout” at work. It’s proven that only a team of happy and fulfilled employees can drive success in any company. Confession to burnout on the joy is a tacit expression of job dissatisfaction and lack of motivation.
The traditional thought about gaining employees loyalty and satisfaction on the job is obviously giving way to a more complex approach. The admission to being burnout by most of the employees in research is a pointer that traditional leadership and employment styles have failed. When burnout disrupts the performance of an individual within a team, the global effect is felt in the productivity of the organization with avoidable costs of embarking frequently on new hires and disruption of cash flow. These costs can be proactively avoided when the employer think about employees’ real needs.
Employees’ priorities and values have changed and are still changing. To prevent burnout, every employer must pay keen attention to this a find ways they can increase employee satisfaction. Consider how changing your approach can improve employee engagement, happiness and job satisfaction. When you understand and offer what employees want, building a quality and loyal team becomes inevitable. Employees are a company’s greatest asset to achieve a better bottom line and culture.
Agreeably, employee motivation is a very complex mix of praise, autonomy, and growth opportunities. The irony is; most employers believe that their employees only want a good paycheck, health insurance plan and generous vacation time. The unwritten code among most employers in Nigeria is that the hire is even enough motivation for the employed amidst swarms of unemployed graduates. This leads to a generation of disenchanted and aloof workers, burnt over and disloyal to their organizations. While paychecks, insurance and the likes are in themselves important on-the-job motivational instruments, most employees actually favour more than these regular incentives from employers. Building and retaining committed, vibrant and quality team of employees requires discovery and emphasis on what matters most to them.
You may, therefore, wish to introduce the following thoughts into your mix;
Establishing work-life balance important in preventing employee burnout and promoting overall well-being. Some leaders are reticent to employees when they ask for their yearly statutory vacation, leaving their employees feeling being overused. When employees don’t feel like they belong or feel unheard by their employer, they face an increased risk of burnout. Remote work is now made possible with the infiltration of the internet into our workstations, employers can design a flexible work schedule in terms of both where and when the employees work. Getting kids off the bus or bringing them home after-school activities are important to the parenting-employees; you can let them start and end their days earlier or allow parents to leave work early.
Mentoring and Communication
When employee mentoring, regular check-ins and communication is established, communication is enhanced both between employees and leaders and between employees and their peers. Employees want to be mentored. With regular, effective communication, leaders can learn about and identify problems employees are having early on before they contribute to a full burnout. Employees want relationship and communication. The feeling of leader-employee aloofness on one hand and organization-employee aloofness on the other are commonplace. Video, one-on-one meetings provide valuable opportunities for employees to feel heard and appreciated. Research shows that less than 60 per cent of employees believe that their leaders take an interest in what they do at work. This explains why it is important for leaders to consciously increase mentoring and communication in the workplace. Poor communication can even be further complicated with the likelihood of less face-to-face in the office space when employees work remotely.
Improved Employee Experience
Employee experience cannot be separated from workplace culture, which can be improved when employees are given micro-experiences that give them opportunities for growth, leadership and well-being. Let them feel appreciated rather than blind focus on the standard employee incentives like good pay. Employee experience includes how your employees feel about their interaction with the organization. For instance, when was the last time you checked with your employees to ask about how they’re doing, if they have any accommodation issues or whether they need one form of help in areas that are not work-related? Sending an employee flowers and a sympathy card after the death of a family member establishes empathy. Going this extra mile can make them feel better appreciated and understood. As micro as these actions may seem, they can improve employee experience and help them sidestep burnouts.