The Burn-out
One of the most productive and enthusiastic managers in your
company suddenly or gradually began to lower his colours, is
late with an urgent project and even yields a loss instead of
bringing profit. How come? After analyzing some external factors,
these are family, health and other problems not concerning work
directly, you make a conclusion that the reason lies amidmost
of your company.
The "life circle" of an officer in any organization
consists of several phases, including adaptation, formation
and development and finally the burn-out. During an employee's
typical professional activity he faces different problematic
situations, which directly or mediately influence his work
efficacy. These may be misunderstandings between colleagues,
unsuccessful negotiations with a client, a lack of time for
carrying out current tasks, etc.
All these and many other barriers can be overcome of course,
and in fact a present-day active person does this way. But
in the course of time fatigue accumulates and may bring to
effectiveness decrease, depression and even a desire to quit.
Therefore to prevent the conflict of burn-out modern companies
create the so-called "psychological services". Even
if your company doesn't possess funds or opportunity to hire
a professional for this purpose, you can always find some
eager specialist inside your office. This may be an officer
of an HR department, who is familiar with psychology and enjoys
widespread respect and trust of colleagues. When you find
such a qualified volunteer, just propose the staff to address
this officer personally, by phone or by e-mail with their
problems and needs. Telephone consultations proved to be the
most popular and effective.
However, some small percent of your company's officers won't
address this "psychological service" not at any
price in spite of having problems, because they think of it
as a manifestation of weakness. For this category your company
may organize one-hour open meetings, say, twice a month. You
only have to provide a place for meeting, some coffee and
a blackboard with markers if necessary. The topics of these
gatherings are proposed by the employees themselves. As experience
has shown, on average 25 % of personnel attend such meetings.
But its course and results are vividly discussed by the whole
staff. Therefore, we recommend not to carry out such events
on Friday because the discussion may lost its urgency.
And before your company decides to turn off a really good
and productive specialist just think: isn't it more reasonable
and cheaper to help your existing staff overcome temporary
problems and achieve even more productivity for himself and
the company, than to search for, hire and train some new guy?
Continued: A Civilized
Break-up
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