How companies can do to avoid burnout and promote mental health

Avoid the Burnout It has become a priority for companies and leaders committed to the well -being of their teams. And, also, because they understood that this directly affects the productivity and competitiveness of the organization.

According to a UKG report, human resources consultant specialized in technology60% of employees worldwide say that work is the factor that most influences people’s mental health.

In addition to that, the fact that the limit between work and private life is increasingly erased, especially from the use at all time and time of connection devices, makes the possibility of the burnout and more frequent among collaborators.

With this insight, it is undeniable that the early detection of this problem is essential to promote the mental health of collaborators.

Identifying wear and stress signals in initial stages allows both leaders and collaborators to take preventive actions before it becomes an irreversible situation.

Mental health and burnout in collaborators

Mental health in the workplace is not only reduced to the absence of diseases, but to achieve an integral state of well -being: physical, mental and emotional.

The burnout, or professional wear syndrome is defined as the result of chronic stress in work that is not properly managed.

Although stress is an inevitable part of working life, the way in which it is managed and prolonged over time is what determines whether it becomes a problem that can affect both performance and quality of life.

Diagnosis: The key to prevention

An adequate diagnosis is already one of the key actions to prevent burnout among collaborators.

However, many organizations make the mistake of investing in well -being practices and programs without having thoroughly analyze the real situation of their equipment in previous stages.

As José Cerra- expert in organizational culture of Great Place to Work Argentina- “is not enough to copy and paste practices, first you have to understand the nature of the problem.”

To do this, according to the Great Place to Work specialist, precise climate evaluations and organizational culture are required to identify early signals (from emotional exhaustion, anxiety or depersonalization to physical problems), consider individual variables such as those inherent to each team or sector.

The role of leaders

Leadership responsibility is another central axis in the prevention and management of Burnout among collaborators. A leader, in addition to demanding results, is responsible for creating a healthy work environment and acting proactively before wear signs in his team.

Among its main abilities in this area they must highlight:

-Stress management: It is essential that leaders learn to identify and manage their own stress. Only in this way can they guide their teams without falling into micromanage practices that aggravate wear.

-Empowering and connection with the purpose: allow collaborators to have freedom of action and feel part of a significant project improves their mental health and commitment to the organization.

-Communication and gratitude: promoting honest dialogue spaces and recognizing each one’s effort can make a difference in burnout prevention.

“Young people, especially Z and millennial generations, are willing to leave a job that compromises their mental health. Therefore, it is essential that leaders adopt an integral and empathic vision, ”says Cerra based on their performance analysis in organizations.

Organizational factors and burnout

The organizational context and the company’s culture also influence the health of the collaborators:

The culture of “banks it”: although in previous generations the idea of ​​”enduring” stress was promoted, today it is recognized that mental health is a priority for the performance and competitiveness of the business.

Environment impact: the crisis, constant pressure and situations such as change to remote work (and the subsequent return to face -to -face) show the need to adapt and take care of the well -being of employees.

Diagnosis of Climate and Culture: A good diagnosis reveals the areas of improvement in the organization and allows identifying differences between the perception of leaders and collaborators. This lag can be the key to implementing effective solutions.

Towards a future without burnout: practices and reflections

Although burnout is a complex and multifactorial phenomenon, it is not about implementing a punctual practice, but about traveling a path of continuous improvement.

Some recommendations to achieve this are:

• Perform self -diagnostic and constant evaluations: both at the individual and organizational level, to detect the wear signals in time.
• Invest in comprehensive well -being programs: that combine face -to -face and virtual initiatives, psychological support, active breaks, talks and recreational activities.
• Promote vulnerability and open dialogue: create safe spaces where both leaders and collaborators can express their challenges without fear of being judged.
• Review and adjust the culture of the organization: ensure that the pressure for the results does not affect people’s health. To achieve this, it is important that the company, through its leaders, promotes balance between labor commitment and the quality of life.
• Prioritizing mental health, implementing precise diagnoses and promoting empathic and conscious leadership are essential steps to build healthy and competitive work environments.

Because, in short, taking care of people is taking care of the success of the organization.