Employee Wellness

A 2024 Gallup report reveals that 71% of employees are disengaged, making them highly vulnerable to burnout. The condition brings with it severe effects, including cognitive and physical impairments, exhaustion, increased anxiety, substance abuse, and suicidality.

If left unaddressed, burnout can be fatal, leading to serious physiological impacts like heart disease, systemic inflammation, structural and functional brain changes, and even premature death. For organisations, the consequences are profound: decreased productivity, high turnover, and strained morale.

Psychologist, Safia Joseph at Life Health Solutions, a leading organisation with expertise in well-being and health risk management, shares five strategies to combat burnout in the workplace:

1. Build capacity

Foster resilience through tailored wellness initiatives and skill-building programmes. These can include mindfulness workshops, flexible work policies, and resilience training.

2. Redefine workloads

Work closely with teams to ensure tasks are achievable and aligned with their strengths.

3. Communicate openly and frequently

Be transparent with employees to build trust. Leaders should communicate organisational goals clearly while showing empathy for the challenges their teams face.

4. Acknowledge employees

Celebrate employee achievements – both big and small – to restore a sense of purpose.

5. Provide resources

Offer accessible tools such as self-help apps, counselling services, and ongoing wellbeing initiatives.

“Burnout in the workplace is a solvable challenge, but it requires commitment and strategy from business leaders. By proactively addressing the causes, bolstering resilience, and creating a culture of openness, organisations can re-engage their workforce and build a healthier, more productive future,” says Joseph.

Learn more about Life Health Solutions and their employee wellness programmes and health risk management services here.

 

 

References: Life Health Solutions Whitepaper 1 – Burnout; Forbes Magazine; Harvard Business Review