{"id":2419,"date":"2023-04-27T10:08:52","date_gmt":"2023-04-27T09:08:52","guid":{"rendered":"https:\/\/workwithimpact.co.uk\/?p=2419"},"modified":"2023-04-27T11:57:05","modified_gmt":"2023-04-27T10:57:05","slug":"how-to-reduce-the-risk-of-stress-and-burnout","status":"publish","type":"post","link":"https:\/\/workwithimpact.co.uk\/news\/how-to-reduce-the-risk-of-stress-and-burnout\/","title":{"rendered":"How to Reduce the Risk of Stress and Burnout"},"content":{"rendered":"

The risk of workplace stress becoming overwhelming and leading to burnout is very real for many people, particularly in a post pandemic and agile working world. With multiple competing priorities and often not enough time or people to deliver it is perhaps unsurprising that our mental health might be impacted. In this article we explore some of the causes of workplace stress and burnout and examine some factors that could reduce the risks.<\/p>\n

What is stress?<\/strong><\/p>\n

Stress is described as a natural response to everyday or extraordinary stressors. Sometimes, it can linger for a while and become chronic.\u00a0The purpose of stress is to prepare you for challenges, both negative and positive [1].<\/p>\n

Research by CIPD also suggests that stress\u00a0and poor mental well-being are among the leading causes of absence, presenteeism and leaveism \u2013 i.e. people working during their time off [2] and that employers should approach stress management proactively, focusing on prevention and early intervention, rather than responding only when someone goes on sick leave.\u201d CIPD [3] CIPD also recommend implementing a \u2018Mental Health at Work Commitment\u2019<\/em> that contains the below 6 standards:<\/p>\n

    \n
  1. Prioritise mental health in the workplace by developing and delivering a systematic programme of activity<\/li>\n
  2. Proactively ensure work design and organisational culture drive positive mental health outcomes<\/li>\n
  3. Promote an open culture around mental health<\/li>\n
  4. Increase organisational confidence and capability<\/li>\n
  5. Provide mental health tools and support<\/li>\n
  6. Increase transparency and accountability through internal and external reporting<\/li>\n<\/ol>\n

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    Common Causes of Workplace Stress<\/strong><\/p>\n

    The UK Health and Safety Executive (HSE)\u2019s Management Standards provide guidance for employers on how to identify and manage the causes of work-related stress. [4] The HSE lists six main areas of work design which can affect stress levels:<\/p>\n

    Demands:<\/strong> for example, workload and the working environment.<\/p>\n

    Control:<\/strong> for example. how much say someone has over their job.<\/p>\n

    Support:<\/strong> for example, level of supervision and resources available to do the job. (Loneliness or social isolation is increasingly understood to also be a factor in workplace stress as more people work from home.)<\/p>\n

    Relationships:<\/strong> for example. promoting positive working to help prevent conflict.<\/p>\n

    Role:<\/strong> for example, making sure people understand their role and how it fits in the organisation.<\/p>\n

    Change:<\/strong> for example, how organisational change is managed and communicated.<\/p>\n

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    What is burnout?<\/strong><\/p>\n

    In 1974 Herbert Freudenberger coined the term\u00a0burnout. In 2019, the World Health Organization (WHO) officially classified burnout as a medical diagnosis. It described burnout as \u201ca syndrome conceptualized as resulting from chronic workplace stress that has not been successfully managed [5]. <\/u>Maslach also describes burnout as \u2018a prolonged response to chronic emotional and interpersonal stressors on the job and is defined by the three dimensions of exhaustion, cynicism, and sense of inefficacy\u2019. [6]<\/u><\/p>\n

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    The Difference Between Stress and Burnout<\/strong><\/p>\n

    Although people sometimes use the terms stress and burnout interchangeably burnout isn\u2019t the same as stress, and you can\u2019t cure it simply by taking a holiday, slowing down, or working fewer hours. Under stress, people may struggle to cope with pressure but once they have moved into burnout, they are totally out of energy and may feel hopeless about overcoming even the simplest of challenges. Research by Christian Dorman at the Johannes Gutenberg University Mainz found that burnout is much more than just feeling tired. People often experience a deep sense of disillusionment and hopelessness and that their efforts are in vain. For some people life can lose its meaning altogether. [7] <\/u><\/p>\n

    The link between Burnout and Loneliness at Work<\/strong><\/p>\n

    In 2017 Emma Sepp\u00e4l\u00e4 and Marissa King wrote in the Harvard Business Review that loneliness at work may also be a contributory factor in rising burnout levels, this is particularly important now that many of our teams are working from home and therefore potentially more socially isolated from one another. \u201cMany recommendations focus on relieving stress, teaching mindfulness, or reducing workload \u2014 all of which treat burnout as an individual condition. But its link to loneliness suggests that greater human connection at work may also be key to solving the burnout problem\u2026..Workplace engagement is associated with positive social relations that involve feeling valued, supported, respected, and secure.\u201d [8] <\/u><\/p>\n

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    Tips to reduce workplace stress and burnout:<\/strong><\/p>\n