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Culture Summit 2018 - The Whole Employee: How to Boost Employee Engagement and Prevent Burnout Workshop
The document discusses the importance of building a company culture that enhances employee engagement and minimizes burnout, emphasizing the connection between employee well-being and organizational productivity. It outlines the causes and consequences of burnout, highlighting its organizational roots, and provides strategies for individuals, managers, and organizations to prevent burnout and promote engagement. Key takeaways include the role of managers in fostering supportive environments and the need for organizations to authentically commit to employee well-being.
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Similar to Culture Summit 2018 - The Whole Employee: How to Boost Employee Engagement and Prevent Burnout Workshop
Culture Summit 2018 - The Whole Employee: How to Boost Employee Engagement and Prevent Burnout Workshop
- 1. HOW TO BUILDA CULTURE THAT BOOSTS EMPLOYEE ENGAGEMENT AND PREVENTS BURNOUT Culture Summit 2018
- 2. 1. Connection betweenwell-being and employee engagement 2. What burnout is and how it can be prevented 3. Creating cultures that support well-being and engagement LEARNING OBJECTIVES
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- 4. When employees have well-beingin their lives, they’re more engaged. More engaged employees mean better business results.
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- 6. When employees feeltheir employer cares about their well-being, they’re more engaged (Quantum Workplace & Limeade, 2015) 38% Employees with strong well-being are more than to be engaged in their jobs (Gallup, 2013) 2x AS LIKELY Employees with higher well-being have higher employee engagement (Quantum Workplace & Limeade, 2016) %FAVORABLEON EMPLOYEEENGAGEMENTITEMS 88% % 100% HIGHER WELL-BEING LOWER WELL-BEING 60% 20% 80% 40% 0% 50
- 7. A deep CONNECTIONand sense of PURPOSE at work that creates extra ENERGY and COMMITMENT WHAT IS EMPLOYEE ENGAGEMENT?
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- 9. WELL-BEING ENGAGEMENT Physical andemotional ENERGY to be engaged Coping with and reframing STRESS Sense of PURPOSE at work Feeling VALUED AND CARED FOR by my organization
- 10. Companies with highemployee engagement: ENGAGED WORKFORCES MEAN BETTER RESULTS and 40% more productive that of peers MORE PROFITABLE STOCK PRICE GROWTH (Aon Hewitt, 2009) (Hay Group, 2010) 2.5x 78%
- 11. • Review yourwork timeline (looking backward) • When were you the most engaged? • What were the conditions (climate+culture)? ENGAGEMENT ACTIVITY
- 12. • What didyou learn by looking backward? • What about your current situation makes you engaged? • How can you ensure you're engaged in your next job? ENGAGEMENT ACTIVITY (PAIRS)
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- 14. WHAT IS BURNOUT? Aprolonged exposure to chronic emotional and interpersonal stressors. It’s defined by: (Maslach, Schaufeli, & Leiter, 2001) I’m so tired I feel depleted I’m so fed up, I just don’t care anymore I’m not making a difference EXHAUSTION CYNICISM INEFFICACY
- 15. FROM ON FIRE…TOBURNED OUT • Have to be on fire in order to burn out • You have to care, you have to be all in, you have to be engaged, to get to the point of burning out Burnout happens when you have high engagement but low well-being
- 16. BURNOUT • I havecared so deeply, for so long, without a break from the stress that I have become depleted and cynical I have given everything to this job DISENGAGEMENT • I am past the point of caring or I have never cared at all This is just a job ENGAGEMENT • I am energized by and connected to this job, so much so that I get purpose from it This is way more than a job
- 17. Workplace stress causedadditional expenditures of anywhere from $125 - $190BILLION PER YEAR 5%-8% Representing (Goh, Pfeffer & Zenios, 2015) High demands at work was responsible for $48 BILLION IN SPENDING OF NATIONAL HEALTH CARE SPENDING BURNOUT IS EXPENSIVE
- 18. Burnout results inlow productivity and high turnover, especially turnover of your most committed and talented employees. THE TRUE COST TO BUSINESS CAN BE FAR GREATER…
- 19. PERSONAL • Lower productivity •Stress-related health issues • Increased substance abuse • Can precipitate anxiety, depression and decreases in self-esteem ORGANIZATIONAL • Reduced organizational commitment • Absenteeism • Intention to leave • Actual turnover BURNOUT LEADS TO… (Maslach, Schaufeli, & Leiter, 2001)
- 20. BURNOUT IS CONTAGIOUS… (Maslach,Schaufeli, & Leiter, 2001; Burke & Greenglass, 2001) • Greater personal conflict at work • Increased work disruption • ”Spillover” into people’s life outside of work
- 21. Most companies thinkof burnout as a personal issue, when it is really an organizational one…
- 22. BURNOUT AS ANORGANIZATIONAL 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)
- 23. TRUST • Lack ofmanager support breaks psychological contract • Trust – Crucial cultural attribute
- 24. DEPLETION: HOW FULL ISYOUR CUP? • What’s the structure of your cup? Is it solid? (Personal resources) Your personal resources like resilience, optimism, positivity • What fills it up? (What’s around you) Purpose through work, feeling valued, social connection, inclusion • What empties your cup? (What’s around you) Job demands, stress, workload, unfairness, lack of support from managers/leaders, lack of trust
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- 26. 8% 19% 39%35% 51% 45% 57% 30% 17% 0% 20% 40% 60% 80% 100% High engagement (n= 131,179) Medium engagement (n = 70,750) Low engagement (n = 17,114) High stress Medium stress Low stress (Limeade Institute, 2017) (n=219,043) Those with high engagement report the lowest levels of stress ENGAGEMENT & STRESS
- 27. COULD THOSE WHOARE ENGAGED BE: REFRAMING STRESS or SUPPORTED BY THEIR ORGANIZATIONS in ways that reduce the perception of stress?
- 28. 8% 19% 39%35% 51% 45% 57% 30% 17% 0% 20% 40% 60% 80% 100% High engagement (n= 131,179) Medium engagement (n = 70,750) Low engagement (n = 17,114) High stress Medium stress Low stress ENGAGEMENT & STRESS Those with high engagement and high stress may be displaying the early signs of burnout (Limeade Institute, 2017) (n=219,043)
- 29. A state ofmental or emotional strain or tension resulting from adverse or very demanding circumstances What is stressful to one person can be energizing to another—it is subjective STRESS
- 30. 0 1 2 3 4 5 Manageable Stress & Moderate Engagement LowStress & Low Engagement High Stress & Low Engagement Low Stress & High Engagement High Stress & High Engagement STRESS/ENGAGEMENT COMBINATIONS Organizational Commitment Well-Being Would Recommend as a Good Place to Work • Low Stress= score of 1 • High Stress = score of 4 or 5 • Low Engagement = score of 1 • High Engagement = score of 4 AVERAGESCORE AIM FOR LOW STRESS AND HIGH ENGAGEMENT (Limeade Institute, 2018)
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- 32. BURNOUT PREVENTION - INDIVIDUALS 1.Find and schedule time for recovery and treating yourself right • But remember sometimes recovery time alone is not enough 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
- 33. BURNOUT PREVENTION – MANAGERS 1.Actively support the well-being of your employees: • Build in recovery time for employees to restore their “cup” resources • 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: Remove obstacles, help employees connect to the purpose of the company and to each other.
- 34. BURNOUT PREVENTION – ORGANIZATIONS 1.Authentically commit to and support the well-being of your employees—care about them as people • Reduce the stress you are causing your employees, help them build up their personal resources • Own up to the organization’s role in burnout and intervene early 2. Re-ignite meaning and purpose 3. Strive for an engaged workforce and actively work to create the conditions for engagement
- 35. BURNOUT ACTIVITY • Yourwork timeline (looking backward) • What were the conditions? • How can you ensure you don’t burn out in the next jobs you have? • When were you at the most risk for burnout?
- 36. WHAT CAN YOUDO? • Your action plan
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- 39. CONDITIONS FOR ENGAGEMENT CLIMATE •I like the work that I do and it is energizing to me • I’m challenged and learning • I’m making a difference and have purpose • I’m valued, included and treated fairly • I’m using my strengths • I can focus and work with reasonable levels of stress • I can have a life outside of work • The people around me (team and manager) respect and support me • The organization supports me and cares about me as a person (Limeade Institute, 2017) R2 = .78
- 40. Managers play acritical role in creating climates that support employee engagement: (Gallup, 2015 & 2017) ROLE OF THE MANAGER Employees who rate their managers as excellent are 5x MORE ENGAGED than those who rate their managers as poor Managers account for up to 70% OF THE VARIANCE in employee engagement
- 41. CONDITIONS FOR ENGAGEMENT CULTURE •I like the work that I do and it is energizing to me • I’m challenged and learning • I’m making a difference and have purpose • I’m valued, included and treated fairly • I’m using my strengths • I can focus and work with reasonable levels of stress • I can have a life outside of work • The people around me (team and manager) respect and support me • The organization supports me and cares about me as a person (Limeade Institute, 2017) R2 = .78
- 42. Leaders play acritical role in creating cultures that support employee engagement: (Gallup, 2015 & 2017) ROLE OF THE LEADER
- 43. KEY TAKEAWAYS • Well-beingand engagement are connected • Engaged employees tend to report low levels of stress • In order to burnout, you have to have been “on fire” • We often lose our most committed employees to burnout • Burnout is typically caused by organizational issues, but manifests itself so differently so we tend to think of it as an individual problem • Employees can also learn ways to manage and reframe stress • Organizations have a responsibility to intervene to prevent burnout • Traditional approaches to employee engagement need to evolve to incorporate well-being and more of a focus on taking action
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