The document discusses employee burnout in organizations. It begins with an agenda for a presentation on identifying and preventing burnout. It then defines burnout as a prolonged response to chronic stress that involves exhaustion, cynicism, and inefficacy. The document emphasizes that burnout is often an organizational issue rather than just a personal one, as its primary causes stem from excessive workload, lack of support, and disconnect from company values. Finally, it provides suggestions for how individuals, managers, and organizations can support recovery and prevent burnout, such as establishing a culture that facilitates work-life balance and well-being.

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CAN YOU SPOT
BURNOUT?
01.16.29

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• Welcome and introduction
• What is burnout?
• Understanding the organization’s role
• Employee burnout prevention and recovery
• Q&A
TODAY’S AGENDA

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ABOUT OUR EXPERTS
Laura Hamill, Ph. D.
Chief People Officer
Chief Science Officer
Reetu Sandhu, Ph. D.
Manager, Limeade Institute

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WHAT IS BURNOUT?

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FROM ON FIRE…
TO BURNED OUT
• You have to be on fire in order to burn out
• You have to care, be “all in”, and be engaged
in order to burnout
Aren’t these employees who are ”all
in” the ones you really should be
working to retain?

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BURNOUT HAPPENS WHEN YOU HAVE HIGH
ENGAGEMENT BUT LOW WELL-BEING

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POLL

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SPOTTING BURNOUT
A prolonged response to chronic emotional and interpersonal stressors
and is defined by:
(Maslach, Schaufeli, & Leiter, 2001)
EXHAUSTION
I’m so tired
I feel depleted
CYNICISM
I’m so fed up,
I just don’t care
anymore
INEFFICACY
I’m not making
a difference

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BURNOUT
I’ve cared so deeply, for
so long, without a break
from the stress that I’ve
become depleted and
cynical
I’ve given everything
to this job
DISENGAGEMENT
I’m past the point of caring
or I’ve never cared at all
This is just a job
ENGAGEMENT
I’m energized by and
connected to this job, so
much so that I get
purpose from it
This is way more than
just a job
WHAT’S THE DIFFERENCE?

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BURNOUT LEADS TO…
ORGANIZATIONAL
• Reduced organizational
commitment
• Absenteeism
• Intention to leave
• Actual turnover
(Maslach, Schaufeli, & Leiter, 2001)
PERSONAL
• Lower productivity
• Stress-related health issues
• Increased substance abuse
• Can result in anxiety,
depression
and decreases in self-esteem

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AND IT’S CONTAGIOUS…
• Greater personal conflict at work
• Increased work disruption (“inefficacy” affects
colleagues & customers)
• “Spillover” into people’s lives outside of work

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Most companies think of burnout
as a PERSONAL issue, when it is
really an ORGANIZATIONAL one…
ORGANIZATIONS have a responsibility
to help their employees PREVENT
and ALLEVIATE burnout.

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BURNOUT AS AN ORGANIZATIONAL
ISSUE VS. A PERSONAL ONE
ORGANIZATIONS NEED TO
UNDERSTAND
THEIR ROLES IN CAUSING
AND PREVENTING
BURNOUT
PRIMARY CAUSES OF BURNOUT
• Overload—workload and time pressure
• Role conflict and ambiguity
• Lack of support from managers
• Lack of feedback
• Lack of participation in decision making
• Lack of fairness and equity
• Values disconnect
• ”Broken” psychological contract
(Maslach, Schaufeli, & Leiter, 2001)

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MUTUAL
COMMITMENT
ORGANIZATIONEMPLOYEE
14

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UNDERSTANDING
ORGANIZATIONAL
SUPPORT

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ORGANIZATIONAL
SUPPORT

17. Organizational support is
related to HIGHER:
In meta-analysis by,Kurteiss, Eisenberger, Ford, Buffardi,
Steward,& Adis,2017
Trust
Felt obligation
Commitment
Organizational
identification
Job involvement
Job Satisfaction
Self-efficacy
Self-esteem
Work-family balance
Organizational
citizenship
Performance
Intention to stay
+ + + +
+ + + +
+ + + +
17

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Organizational support is
related to LOWER:
In meta-analysis by,Kurteiss, Eisenberger, Ford, Buffardi,
Steward,& Adis,2017
Job Stress
Absenteeism
Burnout
Turnover
Emotional
exhaustion
Work-family conflict
- - - -
- -
18

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BURNOUT HAPPENS WHEN YOU HAVE HIGH
ENGAGEMENT BUT LOW WELL-BEING

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MOST
IMPORTANT
CULTURAL
ATTRIBUTES
FOR WELL-
BEING
SUPPORT
20% One that values the whole person
16% Trustworthy
12% One that invests in its employees
10% One that trusts employees
7% Transparent
Resilient7%
7%
7%
7%
7%
Optimistic
One that focuses on learning & dev
Flexible
One that has a long-term focus (not just
focused on short-term goals)
2016 Well-Being and Engagement Report – Quantum
Workplace & Limeade

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IT’S ALL ABOUT CARE…

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Care is related to lower stress
and burnout
Limeade Institute, 2019,n=354
14%
28%
50%
16%
40%
56%
0%
20%
40%
60%
80%
100%
% stressismanageable
% disagreeor stronglydisagreeto “I feel
burnedout”
%Favorable
ORG Does NOT Care Neutral Org Care Org DOES Care
22

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POLL

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EMPLOYEE BURNOUT
PREVENTION &
RECOVERY

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WHAT IS RECOVERY?
RECOVERY:
Process and activities through which individuals
replenish key resources in order to refuel well-being.
Resources can be emotional or physical.

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TYPES OF RECOVERY
DETACHMENT
Mentally letting go of
work during non-work
time
RELAXATION
Low effort, relaxing
activity; can include
physical and social
MASTERY
Challenging activities
and learning
opportunities outside of
work

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INDIVIDUALS
1. Find and schedule time for recovery and treating yourself right
2. Find projects and people that give you energy
3. Continue developing a well-being mindset: resilience, positivity,
belief in yourself, reframing
4. Seek and re-connect to your purpose
5. Do not underestimate social connection
6. Look for organizational support

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MANAGERS
1. Actively support the well-being of your employees:
• Build in recovery time for employees
• Have meaningful check-ins with your employees
• Care about them as people
2. Think about your job as being the glue that connects each
employee to the company (and vice versa)
3. Create the conditions for your employees to be engaged
4. Set recovery norms by role-modeling behaviors

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ORGANIZATIONS
1. Establish a culture that supports recovery
2. Educate employees on recovery and provide voluntary
recovery trainings into people practices
3. Provide adequate conditions to facilitate recovery processes,
remove obstacles in the way of recovery
4. Organizations should help reduce work stressors to balance
demands and resources

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KEY TAKEAWAYS
Understand the importance of recovery in preventing and
alleviating burnout
Burnout is high when sustained engagement intersects with low
well-being — without you or the organization intervening
Most companies think of burnout as a personal issue, when it is
really an organizational one
Focus on supporting well-being and employee engagement to reduce
burnout

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Q&A