【商業熱話】調查：逾四成打工仔感到職業倦怠 為疫情以來最高水平 Survey suggests over 40% of workers feel job burnout, the highest level since the Covid outbreak
根據Future Forum最新調查顯示，超過40%的打工仔因工作而感到職業倦怠，這是自疫情以來最高水平。後疫情期間，經濟不穩定、裁員壓力、重返辦公室的壓力都加劇了職場工作者的不適感，尤其女性和年輕員工。《彭博》報道指出，全球工作者比以往更感到疲憊。 因此，現在是時候關注職業倦怠的問題，並尋找應對之道。
New Life Plus商業應用專家及資深培訓教練劉丹心建議，上司可以採取一系列方法，應對職業倦怠：
After the pandemic, a wave of occupational burnout has swept in. According to a recent survey by Future Forum, over 40% of office workers experience occupational burnout, marking the highest level since COVID-19 pandemic began.During the post-pandemic period, factors such as economic instability, pressure from layoffs, and the stress of returning to the office have intensified the discomfort among workplace professionals, particularly affecting women and young employees. Bloomberg further pointed out “Workers of the world are more exhausted than ever.” It is now time to pay attention to the issue of occupational burnout and find ways to address it.
Occupational burnout refers to the feeling of emotional exhaustion, diminished personal accomplishment, and decreased interest in work. According to the World Health Organization (WHO), occupational burnout is considered a mental health issue that can have negative impacts on our physical and mental well-being. The causes of occupational burnout are diverse and can range from interpersonal relationships and job characteristics to organisational culture, among other factors, all of which can influence our work state.
As a supervisor, it is also important to observe signs of occupational burnout in subordinates. These signs include a decline in work quality and quantity, increased leave and absenteeism, reduced participation in company activities and interactions with colleagues, and an increase in negative behaviours such as arguments with coworkers or behaviour detrimental to the company.
New Life Plus business application expert and senior training coach, Samuel Lau suggests supervisors can take a series of approaches to break occupational burnout:
- Creating a "Happy Work Space" for employees:
Establishing a "healthy space," such as green rest areas and dining areas, can help alleviate employees' stress, balance emotions, and enhance their sense of belonging to the company. Company culture, the office environment, and relationships with supervisors also impact employee happiness, making it more important to create a joyful work environment than simply offering incentives.
- Resolve occupational burnout pain points through the "RINO" communication model:
Supervisors should establish a good relationship with subordinates, avoiding high-pressure policies and maintaining an equal standing. Effective communication can be facilitated using the "RINO" model:
Rapport: Avoid criticising employees directly.
Identification: Replace blame with empathy and understanding, guiding employees to identify the issues themselves and building mutual trust.
Navigation: Jointly identify solutions or clarify team goals, and encourage employees to express their opinions on career development.
Operation: Provide guidance and training to help employees optimise their performance.
- Encourage employees to become "intrapreneurs" and foster win-win situations:
Offering opportunities for employees to participate in specific projects within the company, regardless of their seniority. As long as they are enthusiastic, innovative, and willing to take on challenges, they can become intrapreneurs. When employees experience a sense of accomplishment and actively contribute to the company's success, the issue of occupational burnout can be alleviated.
Occupational burnout is an issue that requires attention, but we can approach it from different angles to reignite enthusiasm for work. By creating a pleasant work environment, establishing good communication relationships, and inspiring employees' intrapreneurial spirit, we can encourage teams to actively engage in their work and achieve better results.