More than one in ten employees have been victims of bullying in their workplace. As employers, this is an alarming statistic to hear, and this is why many workplaces have strict anti-bullying and anti-harassment policies in place to ensure that the culture of the workplace remains inclusive and welcoming to all.

However, it can get a bit trickier to manage bullying behaviors when they begin to slip into that elusive ‘grey area’. This is behavior that doesn’t necessarily fall into the black and white definitions of bullying (repeated unreasonable behaviour by an individual towards a worker (or group of workers) which creates a risk to health and safety) or harassment (behaviour that is or may be perceived to be offensive, abusive, belittling or threatening towards an individual or group or people based on a discriminatory characteristic). And yet, these behaviors still have the potential to have a negative impact on an employee and the wider work culture.

So, what are some of the grey areas of bullying that employers should be aware of?

• Shouting – more than half (57%) of employees don’t consider shouting at work to be bullying, but is this always the case? Shouting at work has something that has become almost normalized by entertainment media creating the stereotypical angry boss character. But in reality, could shouting be considered bullying? It all comes down to context – are you shouting at one person in particular? Are you shouting aggressively or passionately? And is there ever really a need to shout at work in the first place? These things all need to be considered by employers in the face of an employee feeling bullied for this very reason.
• Nicknames – nicknames are, more often than not, a harmless way of expressing camaraderie in the workplace, but employers must ensure that these names don’t use language that could be interpreted as demeaning in any way, as this can lead to individuals feeling victimized. 
• Banter – the current workforce has the largest ever mix of generations working together, which means that lot of workplace banter risks being ‘lost in translation’ due to the fact that the boundaries of acceptability and what is tolerated have shifted so much across the decades. Consequently, what one person may intend as a joke, another may perceive quite differently. Having managers who have been trained to understand what is acceptable means that they can diffuse these situations and act accordingly if someone feels that banter is going too far. 
• Physical Contact – physical contact can be a tricky one, but more often than not employers should encourage everyone to keep their hands to themselves (but this doesn’t mean that a friendly high five or introductory handshake can’t be shared). But for the most part, it’s best to avoid anything physical for fear this can be misinterpreted as a suggestive gesture.

With the rise of cancel culture and movements like Me Too, employers are now more obligated more than ever to ensure they are fostering a working environment where everyone feels safe and included. So, when it comes to managing these grey areas, employers simply have to take it as it comes. Context will play a key role in all of the above scenarios, and any more that may arise. It’s important to listen to the employees involve and investigate accordingly.

If you would like to discuss how we can help strengthen your anti-bullying policies, please get in touch with us today.

There has always been this outdated idea that in order to climb the ranks and come out on top you have to be ruthless, cutthroat, and manipulative. But in reality, there isn’t much evidence that supports this – one longitudinal study conducted over 14 years found that those who were selfish, aggressive, and manipulative were actually less likely to move up the ranks. It was those who were generous, kind, and agreeable who were more likely to be promoted to a position of power.

So how might they continue to be their authentic, kind self when in a position of authority? We can already see that kindness is by no means a symbol of weakness, but with a leadership role comes a certain expectation of having to make the hard decisions, delegate tasks, and maintain a sense of authority that some may feel gets diluted by a kind demeanour. The secret is not blurring the lines between kindness and friendship.

Kwame Christian – known for his work around compassionate curiosity – discusses how the best advice he was ever given was that to be successful, you need to be respected rather than liked. And this notion is particularly poignant when it comes to balancing kindness and authority in a way that leads to the respect of your peers rather than their affection.

Leaders have to actively be reinforcing professional boundaries with their team; you don’t have to be friends with the people who work for you to know them and what’s important to them, both in and outside the workplace. It’s about having and fostering that benevolent concern for your team in a respectful way.

As with many aspects of communication, it’s important to check your intention. Leaders should always be taking a step back when making a decision and think about why they are deciding this. This can be incredibly helpful when having to deliver difficult decisions or an undesired outcome to an employee, as it offers them an insight into why you have come to this conclusion and why it is a necessary one for the wider health of the company.

What I have personally found to be particularly effective in these instances is having an insight into the workstyle preferences of the people I am working with. Years ago, I had a boss who would frequently change her mind on the direction she wanted something to go in, which would require consistent reworking from me to the point that I once ended up on version 37 of the draft! Whilst this was frustrating, I now realize that if my boss and I had undergone a process like SurePeople’s psychometric assessment, I would have seen from her Prism profile what kind of a leader she was and how her decision-making process worked. Having that insight would have helped me better understand how to work with her needs, just as her having access to my own profile would give her an insight into how I worked best. Leaders who have access to tools such as Prism will find it much more manageable to have those more difficult conversations with their team members.

Overall, it can be a tricky thing to be a leader who is nice and kind but whose authority is still respected. That’s why I believe it’s best to steer away from the notion of being the leader who wants to be pals with everyone and instead focus more on being the leader who offers everyone respect and expects this back in return.

If you would like to discuss the executive coaching services that we offer, or if you would like to get a deeper understanding into the Prism psychometric profiling technology, please get in touch with me at anya@orgshakers.com

Employers spend a lot of time creating and implementing strategies to help manage and mitigate stress in the workplace. After all, excessive stress can lead to health issues, lower productivity, and increase the risk of burnout. But not all stress is ‘bad stress’.

Psychologists actually separate stress into two distinct categories: eustress and distress. While distress is the harmful type that leads to all of the outcomes listed above, eustress is known as ‘positive stress’ – this is the stress that enhances motivation, focus, and even wellbeing. Eustress acts as a powerful tool for driving personal growth and resilience, helping employees to thrive in challenging situations (which, let’s face it, are going to sometimes be unavoidable at work).

The point is, stress isn’t always a bad thing, despite its negative connotations. When we feel stressed about something, it’s often a signal that it truly matters to us—that we care deeply about the outcome. This awareness can sometimes provide the extra push and motivation we need to take action and achieve our goals.  

Creating a workplace environment where stress serves as a motivator rather than a burden requires a delicate balance. The goal should be to empower employees to handle manageable challenges without crossing into the territory of excessive pressure. There are a few ways employers can do this:

• Culture of Purpose – when employees feel a sense of purpose in their work, moderate stress becomes easier to manage and even desirable. This sense of purpose can transform potentially stressful situations into positive experiences that foster engagement and long-term job satisfaction. Employers therefore have to make an active effort to help employees understand how their work contributes to the bigger picture of the organization’s goals.
• Sense of Control – when people have control over how they manage stressors, stress becomes less overwhelming. This is linked to the psychological concept of perceived control, which is the perception that one has the ability, resources, or opportunities to achieve positive outcomes or avoid negative effects through one’s own actions. Studies have shown associations with perceived control and the management of stress, so those employers who are giving their employees a say in their workload, deadlines, or how they tackle projects are more likely to foster positive stress that fuels performance.
• Recognition and Reward – if employees feel that their hard work is acknowledged, the stress they endure can become meaningful – even enjoyable – as it’s directly linked to recognition and reward. This positive reinforcement reassures employees that their efforts are appreciated, helping them associate stress with growth and achievement rather than struggle. It’s therefore imperative for employers to have recognition programs in place that highlight not only successes but also the hard work and effort that lead to their success.
• Supportive Environment – a supportive environment is crucial when turning stress into a positive motivator. This is why it’s important for staff to know that they can rely on their teams for support and guidance, as this results in stress becoming more of a shared experience rather than an individual burden to bear. Encouraging team building activities and creating opportunities for collaboration can aid in fostering this supportive environment where stress can remain moderate and positive.

Everything is okay in moderation – even stress. Eustress can be a powerful motivator that helps employees reach new heights of performance, but the challenge is creating a work environment where this stress is stimulating rather than overwhelming. If you would like to discuss how we can help you harness the power of positive stress, please get in touch with me at karen.cerrato@orgshakers.com, contact us through our website, or book in a 1-hour consultation with one of our seasoned HR professionals for instant advice through our OrgShakers CL!CK consultation service.

With the clocks having gone back in the US this past weekend – and the clocks having already rolled back two weekends ago in the UK – we are officially entering into SAD season.

For those that might not know, SAD stands for Seasonal Affective Disorder, which is a type of depression that comes and goes seasonally. Symptoms of this disorder include low energy, difficulty concentrating, irritability, changes in sleep and appetite, and a general feeling of sadness or despair – all things that can have noticeable ripple effects in the workplace.

Around 3% of people in the UK have SAD, and about 5% of people in the US – with symptoms being thought to last about 40% of the year. It’s highly likely that employers will find they have team members who suffer with SAD – or, to a lesser extent, with the ‘winter blues’ that the darker and colder days can bring. But there are a few things they can do to help ward off the effects that SAD can have on mental health, engagement, and productivity:

• Raise Awareness – awareness is the first step in supporting employees. Recognize that SAD is a genuine, diagnosable condition and communicate empathy and understanding. When employees feel that their struggles are recognized, they are more likely to seek support and feel empowered to manage their condition.
• Flexible Working – flexibility can be invaluable for employees dealing with SAD. The symptoms of SAD, such as fatigue and difficulty concentrating, can make a traditional 9-5 schedule challenging to operate to. Providing flexibility allows employees to manage their workload during times when they feel most energized, which can vary significantly with this disorder.
• Improve Office Lighting – since a lack of natural sunlight can trigger SAD symptoms, lighting adjustments in the office can be a great practical solution. Employers can make simple changes to the office environment to help ease symptoms for those affected, such as purchasing some sunlight lamps which more closely mimic natural light.
• Physical and Mental Health Support – lifestyle habits can influence the severity of SAD symptoms, so employers should consider promoting wellness initiatives that encourage a healthy lifestyle. These could include office fitness programs, subsidised gym memberships, or mindfulness sessions. As well as this, it’s also important to remind employees of the mental health support that is available to them to, such as their Employee Assistance Program.
• Check In Regularly – an essential part of supporting employees with SAD is regular communication. While it’s important not to intrude, checking in with employees can give them an opportunity to share their experiences and needs. At the same time, it also gives employers the opportunity to get feedback on the support that they are offering to measure how effective it is.

The important thing to remember is that supporting employees with Seasonal Affective Disorder is about more than just providing resources; it’s about creating an environment where people feel safe, understood, and empowered. This will help to alleviate the symptoms of this disorder during these darker months and have positive effects on both the employee and the business.

If you would like to discuss how we can help create and implement support strategies this SAD season, please get in touch with us today!

This month, we have grabbed ourselves a copy of Naz Beheshti’s Pause. Breathe. Choose. Become the CEO of Your Well-Being.

When you prioritize your career over your well-being, you ultimately end up damaging both. That’s why Naz has published a debut designed to help employees restructure their lives to ensure that they are focusing on their physical and mental well-being in order to be their best selves at work.

Naz, who is an executive wellness coach and has worked for more than 20 years at various Fortune 500 companies, shares insights from her experience and years of expertise to create a guide to well-being that anyone and everyone needs to read.

People should not be constantly longing for the weekend, but rather they need to rethink how they approach work and life – to do this, Naz has invented the MAP Method.

The MAP Method has three key components: mastery of mindfulness, the Seven A’s of resilience and stress-management, and promotion to the role of “CEO of your well-being.”

Mastery of Mindfulness – mindfulness is not passive but proactive. It helps individuals face challenges and embrace change, which is crucial in both personal life and career. Simple practices like meditating daily or adopting the ‘Pause. Breathe. Choose.’ method can help develop mindfulness, which can then be applied to everyday tasks, resulting in improved decision-making and relationships.

Seven A’s of Resilience and Stress-Management – Naz introduces the Seven A’s – “adopt, allocate, avoid, alter, adapt, accept, and attend” – to manage stress and improve adaptability. These strategies are designed to promote healthier choices and balance between work and personal life.

Promotion to CEO of Your Well-Being – leaders play a crucial role in setting good examples for their teams. Modelling behaviors like taking breaks, using wellness programs, and allowing employees flexible schedules contributes to a more balanced and productive workplace where a focus on well-being is not just normalized, it’s encouraged.

Well-being is at the forefront of many employees’ minds, but it can be difficult to know how to prioritize it whilst also chasing career progression opportunities.

Naz’s book aims to help employees understand how to focus on personal growth, turn pain into learning experiences, and connect with others in order to lead meaningful lives. After all, balancing career goals with well-being creates a more fulfilling life and work environment, ultimately benefiting both the individual and the business.

If you would like to discuss how we can help implement sustainable and effective well-being strategies in your company, please get in touch with us today. Or, you can book in a 1-hour consultation with one of our seasoned HR professionals for instant advice through our OrgShakers CL!CK consultation service.

In the meantime, if you want to grab your own copy of Pause. Breathe. Choose. then head over here for the US and here for the UK.

For new employees, the elation of coming to the end of the hiring process and being offered a job can be such a rewarding feeling. Out of all the candidates that applied, they were the one who made it to the finish line.

However, this elation can quickly fizzle out if they come to discover that they were not the first-choice candidate. It’s not uncommon for employers to offer a job to their top candidate only for that candidate to decline, and so naturally they will present the offer to the next best candidate.

While this is a common occurrence, it can be tricky for employers if this new hire discovers they were not the initial pick. This notion is proven by a recent study conducted by Harvard Business Review, which discovered that those employees who knew or believed they were an alternate choice were less socially integrated and less likely to seek feedback than their peers.

In other words, this knowledge can have a real effect on morale, confidence, and overall job satisfaction for the new employee, as well as open up the door for imposter syndrome to creep in.

So, when this situation arises, how should employers handle this to ensure the relationship with the new hire remains positive and productivity remains unaffected?

1. Acknowledge the Situation with Transparency

Honesty and transparency are the foundation of a good working relationship. If a new hire confronts the fact that they weren’t the first choice, the worst thing an employer can do is deny or downplay the situation. Instead, acknowledge it openly, but add a positive spin to it – “we had a number of strong candidates, and it was a difficult decision. However, we’re confident that you bring the right skills, experience, and attitude to succeed in this role“. The key thing here is to focus on the value the new hire brings to the team, which should hopefully mitigate any potential hurt feelings.

2. Reaffirm the Candidate’s Strengths and Value

When someone discovers they were the second choice, it’s natural for them to feel a bit insecure, so reaffirming their strengths is a crucial step in managing this reaction. Ensure to reiterate the reasons they were chosen and emphasize the qualities that set them apart. By highlighting their unique contributions, you reinforce their confidence and show that they weren’t just a fallback option but a candidate with real potential.

3. Focus on the Future, Not the Past

Once the issue has been addressed, it’s important to shift the focus from the hiring process to the future. After all, what matters most is how the new hire performs in their role, not the order which they were selected in. This forward-looking approach helps the employee move past the “second choice” label and concentrate on their own success.

4. Create a Supportive Work Environment

Once the conversation is over, employers should ensure that the new hire feels welcomed and supported in their role. A positive onboarding experience, continuous feedback, and professional development opportunities can all help boost the new hire’s confidence and solidify their commitment to the company. In addition, regular check-ins during the onboarding process can provide the new hire with a platform to voice concerns and give them an opportunity to receive constructive feedback – which as highlighted by Harvard’s study above, can be a real issue!

5. Don’t Let the “Second Choice” Label Stick

One of the most important things to keep in mind is that the “second choice” label should not define the employee’s experience. Managers must ensure that this detail doesn’t follow the employee throughout their time at the company, as at the end of the day, the candidate who was ultimately selected for the job is the best fit for the organization, regardless of the hiring order.

Discovering that you were the second choice in the hiring process can be a delicate moment for any new employee. However, how employers respond to this situation can make all the difference in preserving, and even strengthening, the relationship with the new hire.

By handling the situation with transparency, focusing on the new hire’s strengths, and creating a supportive work environment, employers can turn a potentially negative discovery into a positive and affirming experience.

If you would like to discuss the training we offer around creating an inclusive working environment, please get in touch with us today.

Mental health support has become a staple offering from employers in the contemporary world of work. This shift was greatly influenced by the pandemic and subsequent lockdowns, leading to more employees being granted access to Employee Assistance Programs and subscriptions to wellbeing apps as part of their benefit packages.

However, despite this rising popularity, research finds that 85% of employees are not using their mental health benefits – with the primary reason for this being confusion over how to access them, as well as a lack of understanding about what they actually are.

This drives me to pose the question: what if we rebranded ‘mental health’?

The term ‘mental health’ is concise in its nature – it focuses on the health of someone’s mental state. But using these two words together, ‘mental’ and ‘health’, has given it clinical connotations that can sometimes result in employees not taking advantage of these benefits as they feel it is less applicable to them. It inadvertently promotes the misconception that only those employees who have a formally diagnosed mental health disorder can use mental health support from their employer. In reality, mental health support is as much about the upkeep and maintenance of a healthy mind as it is about helping to heal a struggling one.

So, what would happen if companies started dubbing their mental health benefits as ‘self-care benefits’?  

This would have employers market their mental health support around self-care and self-improvement strategies, helping staff foster healthy habits for the upkeep of their physical and mental wellbeing. Imagine concise, easy to access resources that all employees are aware of and where they can be used without having to go through the more formal processes of using an EAP (unless this is needed!). For the most part, this rebrand centres around improving employee accessibility to resources that will improve their brain health. By adopting a shift in the language being used, these support strategies can feel relevant to all employees.

Intentional shifting from being reactive to mental health issues to being proactive about the promotion of good mental wellbeing can make the difference between a rarely used resource and an effective tool that sees daily use. Ultimately, the shift can lead to an overall happier and healthier workforce, and employers will likely see an overall increase in engagement and decrease in absences.

It’s important to note this rebranding by no means replaces the need for mental health support for serious mental health disorders or workplace burnout. Rather it is about employers providing clear messages that separate mental health support from self-care and mental sustainability so employees can realize the benefits of nurturing a healthy mind, and employers can reap the byproduct of increased productivity.

If you would like to discuss how we can help take your mental health strategies from reactive to proactive, please get in touch with me at amanda@orgshakers.com

The benefits that a company offers to their prospective employees play a huge role in attracting and retaining talent. But as we know, different generations are drawn to different types of benefits, and as Gen Z enter into the workforce in full force, we are starting to see the emergence of new, innovative benefits being offered in order to attract this fresh new talent.

The latest new benefit? Gushcloud International – an IP management and licensing company – have recently started offering their employees ‘Tinder Leave’. The company has partnered with well-known dating app Tinder to offer their employees sponsored Tinder subscriptions and an additional paid day of leave for their staff to actively go on dates and seek out new connections in the hopes of improving their wellbeing outside of work.

Dating apps have become a very popular tool for fostering romantic relationships, especially amongst the younger generations. And there is a growing body of research to suggest that employees who are in happy, healthy relationships outside of work tend to be better, more productive workers. One study even found that married men were less likely to report workplace burnout and, as their marital satisfaction increased, burnout likelihood decreased.

From this perspective, companies that consider offering Tinder Leave could be paving the way for employee satisfaction to increase as their personal lives become socially and romantically nourished.

So, is Tinder Leave something that more companies should consider?

There are a lot of interesting benefits that could come from offering this type of perk to employees. For one thing, it’s an innovative way of highlighting a company’s care and commitment to social wellbeing. It also signifies that a business values work-life balance, through actively encouraging employees to take the time to build these connections.

However, there are some potential drawbacks that employers will need to consider, too. For instance, offering Tinder subscriptions could actually prove to be a distraction at work, as employees may be more tempted to be checking their phone and swiping through potential matches. So, when looking at this as a potential offering to employees, it’s important for employers to consider all the factors.

If you would like to discuss how we can help you design and implement innovative wellbeing strategies to improve work-life balance, please swipe right to get in touch with us today.

We all enjoy a bit of retail therapy from time to time.

But, while retail therapy is fine in moderation, a more alarming trend seems to be emerging amongst younger workers: “Doom Spending”.

Doom Spending describes an anxiety-fuelled purchasing trend whereby a person has become so stressed about their finances that they are spending money to alleviate that stress – thereby feeding a vicious cycle.

A recent survey discovered that 43% of Millennials and 35% of Gen Zers use Doom Spending to make themselves feel better, in spite of the fact that this bad habit will ultimately worsen their financial worries.

However, despite the counter-productiveness of Doom Spending, it does raise red flags for employers and HR professionals about how financial stress is a persistent issue. Seven in ten (68%) HR professionals noticed a rise in requests for financial support or education in the past year, and in a different study by PwC, 57% of employees cited finances as the top cause for stress in their lives.

Whilst Doom Spending is definitely not making this problem any better, it does signify a call to action for employers: the need for financial wellbeing support.

Managing money can be hard, especially for those younger workers who have less experience in doing so. Pair this with the rise of flexible credit financial services which allow people to spread the cost of purchases over a few months, and it’s no wonder that managing finances has become more difficult.

We now live in a world where the average person can have anything they want, when they want it – at a price. But it can be hard to resist the temptation when things that were once very expensive have now become accessible through monthly payments. There is also the element of tailored advertisements on social media, using subliminal messaging techniques that are constantly piquing our interest and reminding us that we want – and can have – MORE.

That’s why having financial wellbeing support available to workers can be such an effective workplace benefit. Not only will it help employees feel more confident in managing their finances and correcting their spending habits, it also helps to reduce employee stress, which in turn leads to better productivity and engagement.

In addition to this, those companies offering financial wellbeing tools (such as access to Wagestream) are going to be more attractive to those looking for work. The above research from PwC confirms this, as it also discovered that 73% of financially stressed employees said they would be attracted to another employer who cares more about their financial wellbeing.

So, if you would like to discuss how we can help design and implement financial wellbeing strategies for your organization to increase your talent attraction and reduce financial stress, please get in touch with us today.                                 

The World Health Organization estimates that in a company of 1,000 employees, 200-300 workers will suffer from a serious mental health problem in any given year, one worker will die by suicide every ten years, and for every employee who dies by suicide, another 10-20 will make a suicide attempt.

When we look more closely at the US, it can be seen that of the high-income countries monitored annually by the Commonwealth Fund, the US has the highest suicide rate – with workplace suicides having risen by 39% since the turn of the millennium. And the UK is not far behind when it comes to cause for concern, as it is estimated that 10% of suicides each year could be work related.

In the tragic event that an employee does commit suicide, the employer has a vital role in supporting workers in the aftermath of this tragedy – a role which must be handled with a sense of care and compassion in order to properly manage the aftereffects of such a delicate situation. These are some of the things employers need to do:

• Acknowledge the Incident – it’s important for employers to speak about what has happened and provide employees with the space to process it. The loss should be acknowledged without speculation or blame, and condolences should be offered to the family, colleagues, and friends, as well as a clear assurance that the company is there to offer support to those affected.  
• Supporting and Signposting – in the immediate aftermath of the incident, it’s imperative that employers are making employees aware of the support that’s on offer internally (usually through an Employee Assistance Program) as well as offering to signpost grief counselling services to those who need it. Peer support should also be encouraged during this time, as the team will be feeling a mix of emotions, some more intensely than others, and having the support of your peers to lean on is vital.
• Allow Time for Grieving – some employees will be more affected than others by the loss of an employee through suicide, either due to how close they were with the deceased or if suicide is a particularly triggering topic for them based on past trauma. It can be a good idea for employers to provide a certain level of flexible leave for those who need time to process. In addition, employers can designate a safe, quiet space in the workplace where employees can go if they need a moment away from their work environment.
• Memorials and/or Tributes – if it’s appropriate and in line with the wishes of the family, it can be good to consider organizing a memorial service or providing a space for employees to share memories and support each other. Employers can also consider allowing employees to express their grief through tributes such as a memory board, a charitable donation, or planting a tree in memory of the employee.
• Ongoing Mental Health Monitoring – managers need to be regularly checking in with their teams to see how they are coping and reminding them of support available. It’s equally as important that managers are also given ongoing support and training so that they can handle these delicate situations to the best of their abilities.

In the aftermath of an employee suicide many employers will likely want to review and improve their workplace practices around suicide prevention – especially if the suicide was in any way work-related.

This will involve re-evaluating the workplace culture by reviewing policies and practices to ensure they support employee wellbeing and mental health, as well as reaffirming how important open and honest communication is and that all employees can always make time to talk privately to their leaders and direct reports.

It can be a good idea to conduct an incident review to get a better understanding of any work-related behaviors that might have been observed at work. HR should use these findings to prevent future tragedies by using the data to strengthen polices, procedures, and support systems.

Lastly, consider introducing mental health initiatives such as stress management programs and anti-bullying policies, as well as reviewing your current EAP provider to ensure they are offering a wide range of support for diverse issues.

If you would like to discuss this in more detail, please get in touch with me at karen.cerrato@orgshakers.com

Burnout is recognized by the World Health Organization (WHO) as an ‘occupational phenomenon’. Whilst it is not a medical condition, it has been classified as a syndrome, meaning a collection of symptoms or signs associated with a specific health-related cause.

Burnout is a state of emotional, physical, and mental exhaustion caused by prolonged stress or overwork. It can lead to a lack of motivation, decreased productivity, and overall feelings of cynicism and detachment. Burnout often occurs when individuals feel overwhelmed, emotionally drained, and unable to meet constant demands effectively. It can impact various aspects of a person’s life, including work performance, relationships, and overall well-being. Recognizing burnout early and taking steps to address it is important to prevent further negative consequences on health and productivity.

However, many people tend to confuse burnout with depression, but the reality is that the two are very different. Whilst there is some overlap in symptoms – such as fatigue and low mood – the two differ exponentially. The most obvious difference is that whilst burnout is considered a syndrome, depression is classified as a mental health condition and often requires a professional diagnosis and psychological/medical treatment.

This is because depression can be caused by various factors, including biological dispositions (such as genetic dispositions or hormonal imbalances) or environmental factors. Burnout, however, is primarily related to stress induced by work, and typically results from prolonged exposure to job demands paired with a lack of resources and/or support.

While burnout and depression can coexist or exacerbate each other, they are separate conditions that may necessitate different approaches to management and treatment. If you suspect that you or someone you know is experiencing symptoms of either burnout or depression, always seek the right support. This can mean reaching out to your manager, going through your HR team, or potentially reaching out to your EAP provider.

As burnout is something that is likened closely to the workplace and working conditions, it is more likely for managers and employees to recognize signs of burnout amongst their colleagues. Here are a few signs you might spot when someone is on the verge of burning out:

• Increased Irritability – if you notice team members becoming easily frustrated, agitated, or showing signs of impatience, it could be a sign of burnout.
• Decreased Motivation – a lack of enthusiasm or engagement in tasks, projects, people, or meetings.
• Physical Symptoms – persistent headaches, fatigue, digestive issues, or sleep disturbances.
• Cynicism and Negative Attitude – a shift towards a more negative outlook, pessimism, or sustained criticism.
• Decreased Productivity – missed deadlines, unfinished tasks, or a decline in the quality of work.

Once an employee has been identified as suffering from burnout, it is then important to consider implementing some of the following practices:

• Encourage Work-Life Balance – be an advocate for setting boundaries between work and personal life. Encourage team members to take breaks and to take their holiday to remind them that you want them operating at their best and therefore need to ensure they are taking care of their well-being.
• Provide Support – foster a culture of open communication and support within the team. Encourage team members to share their concerns and struggles, and offer assistance where needed.
• Promote Self-Care – encourage team members to engage in activities that promote self-care, such as exercise, mindfulness, hobbies etc. Diet and water intake could also be explored, and promoted in the office through having water coolers and healthy snacks available.
• Delegate Tasks – ensure workload is distributed evenly and appropriately among team members. By delegating tasks effectively, this will help to prevent overwhelming individuals.
• Seek Feedback – regularly check in with team members to gather feedback on workload and use this feedback to make necessary adjustments.

By recognizing the signs and implementing preventive measures, you can promote a healthy work environment for your teams that allows them to work at their optimum. To discuss how we can help implement these preventative strategies, and offer training around burnout prevention, please get in touch with me at therese@orgshakers.com

Supporting an employee through grief is always difficult; we all grieve differently. But it can feel particularly daunting to support the aching grief of a recently bereaved parent.

It’s important for employers to consider that a parent’s journey with their bereavement doesn’t always begin post-mortem. For parents who lose their children to illness, this process would have started long before. And in some ways, this part can be even harder to manage, as a parent will still be juggling work alongside this traumatic process.

During this period, flexibility is of the utmost importance. Employers who can offer as much flexibility as possible to a parent going through that process will allow them to have the time they need to prepare for what will inevitably be an intensely emotional time. It wouldn’t be surprising to see performance slip in these employees, but employers should acknowledge that this is temporary and heavily influenced by the nature of the circumstances.

Once a parent has lost a child, there are a few things employers can do to help them:

• Support Programs – employers should ensure that they make recently bereaved parents aware of the support programs that are available to them. While 79% of employers provide an Employee Assistance Program, only 27% of employees realise this exists as an option. It is therefore important to highlight the counselling and support services they offer, as this could be instrumental in helping a parent going through such a loss.
• Send a Token of Support – sending a small token, even just a card, can go a long way. As an employer, it’s important to focus on the human aspect of your employees when they go through a loss like this – and what they need more than anything is to know that you are there, you are supportive, and you are happy to give them the time they need to process. Receiving a card or flowers shows that you care and, in doing so, will help to alleviate any feelings of guilt the employee might have about being away from work.
• Keep Connected – a sense of connection with work and colleagues can be valuable when someone may feel very disconnected from everything else. That’s why it’s important that managers regularly check in with the employee whilst they are grieving. Fostering this bond can help managers discover any hardships that employees may be going through and need support with. In doing so, managers will help the employee feel valued as a worker, in the process building loyalty and trust.

It all comes down to emphasizing the ‘human’ in human resources. When an employee goes through something as unimaginable as the loss of a child, what they need more than anything is to be seen as more than just an employee, but a three-dimensional person. By doing this, employers will be better able to offer the support the employee may need during this time, aiding in their eventual assimilation back into working life when the time comes.

To discuss how we can help strengthen your bereavement support strategies, please get in touch with me directly at karen.cerrato@orgshakers.com