Effective Job Structuring For Avoiding Employee Burnout

Physical or emotional exhaustion, a lessened sense of accomplishment, and a loss of personal identity are classic determinants of burnout. Employee burnout is mostly induced by the overwhelming workload employees are exposed to, as well as the tight deadlines within which they must cope with everything. A lack of control over the situation, not being acknowledged for the amount of work put in, and value mismatch are a few other variables that may as well play a role. As a result, in order to ensure a seamless workflow, companies must do all that is necessary to prevent employee burnout in the first place. Hence, this Harvard Business Review article suggests that restructuring jobs to better satisfy the needs of employees can be a productive and smart approach to avoiding employee burnout.

The article begins by stating that the most important source of employee burnout is mismatches between the job and basic human needs such as competence, a sense of belonging, and psychological safety. According to the article, the six primary areas where such mismatches are most likely to arise, regardless of the type of job, are workload, control, reward, community, fairness, and values. However, the article suggests that helping people find fulfillment in their professional lives might be a crucial factor in dealing with such mismatches. It has the potential to steer employees away from burnout and toward job engagement. To that end, the article outlines some key measures, the first of which is to get employee feedback on mismatches. According to the article, the most straightforward way to uncover incompatibilities is to ask individuals about their experiences and suggestions for how to improve. After soliciting feedback, leaders must synthesize the results and make them public. This is the only method to indicate that employee feedback is appreciated, the article suggests. Beginning with attainable goals is the second measure listed in the article that leaders may take to curb employee burnout. Making small, real wins quickly is more significant than embarking on a protracted path toward a great gain, the article suggests, since it allows executives to respond swiftly to employees’ basic demands. Finally, while rethinking tasks, the article recommends applying design principles. Developing a process with a practical rhythm of “together time” balanced against “solitary time” can have a positive effect on community, workload, fairness, and control matches, the article concludes.

It is difficult to overcome burnout, yet it is one of the most typical circumstances that a person must face. The preceding text provides some critical information about employee burnout, as well as the best technique for dealing with it.