Skip to main content
IOSH Magazine: Safety, Health and Wellbeing in the world of work - return to the homepage IOSH Magaazine logo
  • Visit IOSH Magazine on Facebook
  • Visit @ioshmagazine on Twitter
  • Visit IOSH Magazine on LinkedIn
Absolute zero: Driving down fatalities
Are you sitting comfortably? The powerful tool of storytelling
Download the Jan/Feb 2021 Issue: Read the digital edition here

Main navigation

  • Home
    • Browse previous issues
  • Health
    • Mental health and wellbeing
      • Bullying
      • Drugs and alcohol
      • Mental health
      • Stress
      • Wellbeing
    • Musculoskeletal disorders (MSDs)
      • Ergonomics
      • Manual handling
      • Vibration
    • Occupational cancer
      • Asbestos
      • Hazardous substances
      • Radiation
  • Safety
    • Incident management
      • Chemicals
      • Electricity
      • Fire
      • First aid
      • Slips and trips
    • Non-health related fatalities
      • Road safety
      • Work at height
    • Risk management
      • Confined spaces
      • Disability
      • Legionella
      • Lifting operations
      • Lone workers
      • Noise
      • Personal protective equipment
      • Violence at work
      • Work equipment
      • Workplace transport
  • Management
    • Human factors
      • Accident reduction
      • Control of contractors
      • Migrant workers
      • Older workers
      • Reporting
      • Safe systems of work
      • Sickness absence
      • Young workers
    • Leadership and management
      • Employee involvement
      • Management systems
    • Management standards
      • ISO 45001
    • Planning
      • Assurance
      • Compliance
      • Emergency planning
      • Insurance
    • Rehabilitation
      • Personal injury
      • Return to work
    • Strategy
      • Corporate governance
      • Performance/results
      • Regulation/enforcement
      • Reputation
    • Sustainability
      • Human capital and Vision Zero
  • Skills
    • Communication
    • Personal performance
      • Career development
      • Competencies
      • Personal development
      • Professional skills
      • Qualifications
    • Stakeholder management
    • Working with others
      • Leadership
  • Jobs
  • Covid-19
  • Interactive
    • Podcast
    • Videos
    • Webinars
  • Products & Services
  • Management
    • Human factors
      • Sickness absence
      • Accident reduction
      • Control of contractors
      • Migrant workers
      • Older workers
      • Reporting
      • Safe systems of work
      • Young workers
    • Leadership and management
      • Employee involvement
      • Leadership
      • Management systems
    • Management standards
      • ISO 45001
    • Planning
      • Assurance
      • Compliance
      • Emergency planning
      • Insurance
    • Strategy
      • Corporate governance
      • Performance/results
      • Regulation/enforcement
      • Reputation
    • Sustainability
      • Human capital and Vision Zero
  • Health
    • COVID-19
    • Mental health and wellbeing
      • Bullying
      • Drugs and alcohol
      • Mental health
      • Stress
      • Wellbeing
    • Musculoskeletal disorders (MSDs)
      • Ergonomics
      • Manual handling
      • Vibration
    • Occupational cancer
      • Asbestos
      • Hazardous substances
      • Radiation
  • Safety
    • Incident management
      • Chemicals
      • Electricity
      • Fire
      • First aid
      • Slips and trips
    • Non-health related fatalities
      • Road safety
      • Work at height
    • Risk management
      • Confined spaces
      • Disability
      • Legionella
      • Lifting operations
      • Lone workers
      • Noise
      • Personal protective equipment
      • Violence at work
      • Work equipment
      • Workplace transport
  • Skills
    • Communication
    • Personal performance
      • Career development
      • Competencies
      • Personal development
      • Qualifications
      • Professional skills
    • Stakeholder management
    • Working with others
      • Leadership
  • Transport and logistics
  • Third sector
  • Retail
  • Mining and quarrying
  • Rail
  • Rehabilitation
    • Personal injury
    • Return to work
  • Utilities
  • Manufacturing and engineering
  • Construction
  • Sector: IOSH Branch
    • Sector: Northern Ireland
    • Sector: Midland
    • Sector: Merseyside
    • Sector: Manchester and North West Districts
    • Sector: Ireland East
    • Sector: Ireland
    • Sector: Edinburgh
    • Sector: Desmond-South Munster
    • Sector: Qatar
    • Sector: Oman
    • Sector: Singapore
    • Sector: South Coast
    • Sector: South Wales
    • Sector: Thames Valley
    • Sector: Tyne and Wear
    • Sector: UAE
    • Sector: West of Scotland
    • Sector: Yorkshire
  • Healthcare
  • Sector: Fire
  • Sector: Financial/general services
  • Sector: Energy
  • Sector: Education
  • Sector: Communications and media
  • Sector: Chemicals
  • Sector: Central government
  • Catering and leisure
  • Agriculture and forestry
  • Sector: Local government
  • Sector: IOSH Group
    • Sector: Financial Services
    • Sector: Sports Grounds and Events
    • Rural industries
    • Sector: railway
    • Public Services
    • Sector: Offshore
    • Sector: Hazardous Industries
    • Sector: Food and Drink
    • Sector: Fire Risk Management
    • Education
    • Construction
    • Sector: Aviation and Aerospace
Quick links:
  • Home
  • IOSH magazine Issues
  • Sept/Oct 2020
Opinion
Stress

Talking shop: the effects of burnout

Open-access content 9th September 2020
web_p74_talk.png

 

Four industry leaders suggest ways an organisation can prevent and manage the effects of burnout, now classified as an occupational syndrome by the World Health Organization.

ANDY ANDERSON

Andy Anderson CMIOSH

Health and safety manager, Amazon

It is welcome news that WHO has recognised burnout as an occupational syndrome. To manage it effectively, an organisation needs to make a thorough review of all working practices and behaviours. Once the causation has been identified, review operational practices and the resources needed. A key area is line management training to recognise the signs of burnout and enable early intervention techniques such as, for example, more job rotation and enrichment, and involving specialists such as occupational health and ergonomists to identify effective solutions. 

 

Chris Clark

Chris Clark CMIOSH

SHE adviser, Morgan Sindall Group 

Burnout has an impact on the workload and responsibilities of the absentee’s colleagues. This can result in animosity between colleagues on return to work, fear of that workload becoming their own if the staff member never returns, and worry from the absent member of staff that they will now be treated differently. Review staff workloads and redistribute or recruit additional staff to effectively manage the team’s workload. The organisation should facilitate a restoration process so the team can effectively rebuild together and better understand each other’s abilities and needs, or identify when they are reaching their limits.

 

Antonio Marichal

Antonio Javier Gaspar Marichal CMIOSH

Health, safety and wellbeing manager, Sheffield Hallam University

Burnout is costly to individuals, organisations and society. A focus on prevention will improve employee performance and give organisations a competitive edge. Interventions can be targeted at three levels. First, remove stressors by redesigning work systems, processes, jobs and the environment. Second, upskill managers so they can evaluate the sources of burnout, limit their impact and improve working conditions. Third, target employees’ ability to cope with stressors through social support and promoting positive lifestyle habits. 

 

Lynda Parkinson

Lynda Parkinson CMIOSH

Health and safety lead, HB Projects Ltd

There is a thin line between the positive energy of high performance and slipping into a negative ‘survival’ state where workers become unhealthily task-focused. Periods of intense focus must be balanced with sufficient rest and recovery. As a manager, knowing your people and developing what Edgar Schein would describe as ‘level 2’ relationships – personal, cooperative and trusting – will assist in knowing the genuine capabilities of your people and help to identify where burnout is a risk. COVID-19 has given many an opportunity to develop these relationships. Let’s encourage this authenticity to continue. 

IOSH SepOct20_Full.jpg
This article appeared in our Sept/Oct 2020 issue of IOSH magazine.
Click here to view this issue
Topics:
Opinion
Stress
Share
  • Twitter
  • Facebook
  • Linked in
  • Mail
  • Print

Latest Jobs

Health, Safety and Contracts Coordinator

Maidstone
£20000 - £25000 per annum + Benefits
Reference
5448027

Health, Safety and Environmental Coordinator (EMEA)

£30000 - £35000 per annum + Excellent benefits
Reference
5448026

SHE Manager

Preston
£60k - 70k per year
Reference
5448025
See all jobs »

Most Popular

 

Sign up for regular e-alerts

Receive the latest news and features, free to your inbox

Sign up

Subscribe to IOSH magazine

Receive the print edition straight to your door

Subscribe
IOSH Covers
​
FOLLOW US
Twitter
LinkedIn
YouTube
CONTACT US
Contact us
Tel +44 (0)20 7880 6200
​

IOSH

About IOSH
Become a member
IOSH Events
MyIOSH

Information

Privacy Policy
Terms & Conditions
Cookie Policy

Get in touch

Contact us
Advertise with us
Subscribe to IOSH magazine
Write for IOSH magazine

IOSH Magazine

Health
Safety
Management
Skills
IOSH Jobs

Copyright © 2021 IOSH. IOSH is not responsible for the content of external sites.