Stress on the Job

Putting activities, or stress reducers in place prior to employees being totally burnt out is how companies keep great people, and keep them healthy and capable. Managers need to know their people and have a 360 degree view of their lives.

For example—people know a great deal of travel causes stress for employees. Companies try to make sure people are back in their home city by noon on Friday to minimize that stress. While that may be one step, if an employee has a new baby that may not be enough. If a manager is not aware of what else is going on, they will not be able to keep as much stress away from a highly productive employee. They risk losing that person or at least losing the positive edge they bring. Proactive conversations about how things are going show a sincere concern, which is a main stay in retention.

• Identify high stress situations or roles. Companies may have seasonal situations (accounting firms), end of quarter times, M&A activities, regulatory visits, extensive travel etc. Develop a broad list of these times, and get in front of them to minimize increased stress.
• Address ways to minimize long term stress build up. Companies have on-site gyms for many reasons. Look at ways to make it easy for employees in high stress roles to develop healthy habits to eliminate stress over the long term. Time off, a local assignment, or a change in role for some period of time can also alleviate stress.
• Provide support. People in high stress roles often take on more than their share. If this is the case and they are high producers, provide assistance. Get the best support person to partner with them. Already done that? Get their assistant more support, so they can provide even more stress avoidance to the senior level employee.
• Make life easy. Certain organizations where long hours are the norm offer services to eliminate or at least minimize life interruptions. They provide on site banking, on site dry cleaners, car services, discounted or free meals, on site child care, or back up child care.
• Recognize burnout before employees do. Talented HR often people see the signs before employees are willing to admit to burnout. Know the symptoms. Train your managers to spot behaviors which indicate burnout, and discuss ways to deal with it immediately. Don’t let employees tell you when they can schedule a break. Do you want your surgeon to operate on you before or after vacation?
• Acknowledge impending burnout as a fact of business not a personal weakness. You may need to mandate a vacation, a restful or activity filled excursion. Pulling the iPad, Blackberry, and laptop away from an employee may not be easy, but it is often necessary. How will your employee be rejuvenated? Is it a work-related conference? A week-long hike? Time on the beach? Help them put plans into action.
• Burnout avoidance as a developmental opportunity. Good managers work on development with employees. Developing customized methods to avoid or deal with burnout should be on every manager’s employee review. Communicate about the risk of burnout, how employees feel rewarded, and how employees can be refreshed while on the job.

About the Author:
Elaine Varelas is Managing Partner at Camden Consulting Group, a provider of integrated talent management solutions for organizational and leadership development. Visit them at www.camdenconsulting.com.