Employee burnout constitutes a very serious problem for employers. Data indicates it is strongly linked to both high turnover rates and poor retention values. Naturally, most managers are aware of the problem and do try and take steps to manage the problem when it is in evidence. However, such an approach is rather like going after a weed infestation after it is in full bloom. It is, to say the least, difficult. A proactive stance that attempts to get out ahead of the problem before it is in full flower is far more effective and far more rarely attempted. Burnout is a business epidemic, causing absenteeism, draining morale and productivity. The best performers fall victim to it and the continuous gaps in personnel ensure that the workplace is continuously bumpy. Burnout is the result of ongoing stress at work, emotional and interpersonal. It has several distinct hallmarks, including exhaustion, cynicism and a sense of being ineffectual. There are certain areas of risk, situations where burnout is a high probability, or even inevitable. These include an excessively high workload, a perceived lack of fairness, a chasm between worker and corporate values, a lackluster or missing reward and recognition system and a sense of having no platform for their views or say in the system. Managers and employees can positively impact these areas that lead to burnout by instituting better development and training, by compensating their workers fairly and by developing mentorship programs.
(abstract 3X55NP42ENFCV9X6MVZ3VG8QT9Q3PN 3S3AMIZX3U4T6WNS0HOBC9RGYYXCDP A1X84CLJ7N1PLZ)
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