Addressing Burnout and Trauma in the Corporate World
Workplace burnout and trauma, escalating phenomena in the corporate world, often find their roots in office harassment, the lack of organizational support, and an overwhelming workload. Not merely a state of exhaustion, burnout encompasses a profound loss of personal identity and a diminished sense of achievement, becoming a critical issue that Human Resources (HR) departments must tackle head-on.
Burnout: An HR Issue
Burnout is classified by the World Health Organization (WHO) as a syndrome characterized by feelings of energy depletion or exhaustion, increased mental distance from one's job, and reduced professional efficacy. This debilitating state extends beyond mere fatigue, originating from various sources, including hostile office interactions, inadequate institutional support, or a demanding workload.
Considering its multifaceted nature, tackling burnout requires an individualized, holistic approach. As the custodians of employee welfare, HR departments have a pivotal role in crafting recovery strategies to address each employee's unique needs.
Addressing the Root: Workplace Harassment
Workplace harassment, an issue faced by approximately 30% of the American workforce, can manifest in multiple ways—from overt hostility to subtler undermining actions such as withholding necessary information or gaslighting. These acts contribute to a toxic work environment and, ultimately, employee burnout.
The impact of workplace harassment goes beyond productivity and job satisfaction. It significantly affects mental and emotional health, heightening the sense of burnout and reinforcing the necessity for HR to take a proactive role in prevention and mitigation.
The Toxic Impact of Bullying
Workplace bullying, a consistent and targeted pattern of mistreatment, can take on multiple forms: from belittling comments, exclusion and isolation, to job sabotage, and even physical threats. While harassment refers to any unwelcome conduct, bullying distinguishes itself through its repetitive nature and power imbalance, often leading to the victim feeling defenseless.
These abusive experiences are profoundly destabilizing and can inflict deep psychological wounds. The trauma sustained from bullying goes beyond the initial incident, resonating through an employee's mental, emotional, and even physical wellbeing. It can result in anxiety, depression, decreased job satisfaction, and low self-esteem.
The Bullying-Burnout Connection
Bullying in the workplace doesn't exist in a vacuum. It is often intimately linked with burnout, as the chronic stress and anxiety induced by bullying can fuel the emotional exhaustion that characterizes burnout.
Victims of bullying may find themselves persistently ruminating over incidents, leading to further mental exhaustion. They may also face cynicism or detachment towards their work, stemming from a hostile work environment. The increased mental distance and loss of professional efficacy can both signal and accelerate the path to burnout.
Furthermore, the persistent negativity and stress can trap employees in a cycle of reduced productivity and further bullying, escalating their burnout. The ripple effects of this can extend to bystanders and the broader team, resulting in a toxic work culture.
Addressing the Triad: A Call to Action for HR
Given the intertwined nature of bullying, burnout, and trauma, HR departments must take a multi-pronged approach. In addition to dealing with burnout as discussed earlier, HR needs to enact anti-bullying policies, foster a culture of respect and empathy, and provide resources for those affected by bullying.
Organizations need to cultivate an Authentic environment where employees feel safe to report incidents without fear of retribution. Providing training to help employees recognize and respond to bullying is essential. Supportive resources like counseling services can help individuals cope with trauma, while wellness programs can promote overall mental health.
The Front Line: HR Departments
The HR department has a significant role in preventing burnout and fostering a supportive environment. This responsibility, however, can lead to the ironic situation of HR professionals themselves being susceptible to burnout due to the immense pressures associated with this role.
While some of the responsibility does lie with the individual employee to acknowledge their burnout and take suitable steps, the primary onus is on HR to create systems and processes to support and promote employee mental wellbeing.
The Long Road to Recovery
Recovery from burnout involves replenishing the resources that have been depleted due to stress and fatigue. Self-care activities like meditation may prove beneficial for physical exhaustion, whereas a sense of belonging can be fostered to combat cynicism through team-building exercises and opportunities for collaboration.
Reinforcing a sense of efficacy, on the other hand, may involve reassessing job roles, offering training and development opportunities, or redefining success parameters within the organization.
However, HR departments must acknowledge that recovery from burnout—especially when compounded by trauma from workplace harassment—can be a long-drawn process, potentially spanning weeks to years, depending on the severity and the depth of the issues.
In conclusion, while individual employees must take responsibility for their self-care, the primary duty rests with HR departments to prevent, recognize, and address burnout. The creation of a supportive and healthy work culture is fundamental, along with strategies that encourage individual recovery while fostering a collective sense of well-being.
References:
Maslach, C., & Leiter, M. P. (2016). Understanding the burnout experience: recent research and its implications for psychiatry. World Psychiatry, 15(2), 103-111. Retrieved from: https://onlinelibrary.wiley.com/doi/full/10.1002/wps.20311
Society for Human Resource Management. (2023). Redefining HR's Role: Addressing Burnout and Trauma in the Corporate World. Retrieved from: https://www.shrm.org/resourcesandtools/tools-and-samples/hr-qa/pages/cms_011918.aspx
Bentley, M., Crawford, J., Wilkins, K., Fernandez, R. & Studnek, J. (2013). An Assessment of Depression, Anxiety, and Stress Among Nationally Certified EMS Professionals. Prehospital Emergency Care, 17(3), 330-338. Retrieved from: https://www.tandfonline.com/doi/abs/10.3109/10903127.2013.764568
Psychology Today. (2023). The Impact of Workplace Bullying. Retrieved from: https://www.psychologytoday.com/us/blog/cutting-edge-leadership/202105/the-impact-workplace-bullying
Karanika-Murray, M., Duncan, N., Pontes, H., & Griffiths, M. D. (2015). Organizational identification, work engagement, and job satisfaction. Journal of Managerial Psychology. Retrieved from: https://www.emerald.com/insight/content/doi/10.1108/JMP-11-2013-0359/full/html
Psychology Today. (2023). Navigating Recovery from Burnout and Trauma in the Corporate Landscape. Retrieved from: https://www.psychologytoday.com/us/blog/psychologically-minded/202010/navigating-recovery-burnout-and-trauma-in-corporate-landscape