Dear Judith, can you present yourself to us and tell us more about your role in Prague Integration?
Hi, I moved to Prague with my family in 2019. I am a Ph.D. Candidate at Prague University of Economics in the field of Managerial Psychology. Working with people on burnout prevention is my passion, and I am grateful to do this with Prague Integration in corporate workshops and individual counseling.
Would you tell us more about the burnout phenomenon and what actually causes burnout?
Burnout is a psychological syndrome developed in response to chronic interpersonal stressors on the job. What we perceive as a stressor depends on our personal experiences, our values, or the job situation we find ourselves in. This is why burnout prevention always needs an individualistic approach.
In the latest research survey conducted by Deloitte, we got information that 70 % of professionals are claiming that their employers are not doing enough to prevent or mitigate burnout in their workplace. Can you please comment on that?
The stress level of employees is rising, and so is the risk of burnout. The COVID-19 pandemic has only worsened the situation. So, I find the call for more support from the employer very reasonable.
As someone conducting training in burnout prevention, what do you think companies need to implement primarily to prevent burnout from happening?
The key for companies is to raise awareness of burnout and empower their employees to redesign their jobs in a healthy and fulfilling way.
If we talk about certain professions, especially in the business world, which are the job roles that are on higher strike of burnout?
Some professions and job-roles are more affected, such as caregivers or the high performers of our society. But the risk is given at any job: Some people may suffer from the frustrations of a micromanager, and others may be struggling and work hard but are not appreciated for it.
What is the role of a people manager in preventing/addressing burnout based on your opinion?
Managers have a significant impact on their followers’ well-being. The list of how they can promote it is long: Monitoring workload, granting the right level of autonomy, and providing support in conflicts are among the key factors. Also, being a good role model is essential, especially when setting boundaries between work and private life.
How do you see the role of employee benefits programs in preventing burnout?
Highly important! Good deals for sport and healthy living in combination with training programs such as resilience or mindfulness are a great way to reduce the risk of burnout.
Let’s talk about the great resignation phenomenon and connection with burnout? Do you think situations where people leave corporations and start their own freelance journeys can play a significant role in burnout prevention?
The great resignation and record-low unemployment rates force organisations to emphasise employee well-being to retain them. Being a freelancer doesn’t necessarily mean a lower risk of burnout, but it offers an opportunity to design work that is healthy and customised to a person’s individual needs.
Could you compare burnout in startup organisations and corporate establishments?
Job engagement, autonomy and a sense of meaningfulness are more likely to be found in members of startups. These factors are crucial to preventing burnout, so this points to a lower risk of burnout. But as the causes of burnout are very diverse, there hardly is a general answer to this.
What are your final recommendations to companies: can you give us a few tips and tricks for early burnout addressing?
Raising awareness and fostering a culture emphasising employee well-being is the first step. Further, training people at all organisational levels, meaning employees, managers, HR and so on.
Thank you Judith, for being here with us!