Employee burnout has become a prevalent issue globally, affecting individual well-being, organisational productivity, and morale. While Australia didn’t experience the post-pandemic “Great Resignation” seen elsewhere, Melbourne University’s 2023 Future of Work Report tells us our workers are more burnt out than ever. It is a stark warning to employers of the employee attrition risk facing them if they don’t take steps to address the mental health challenges of their employees. In this article, we take a closer look at the causes of burnout and how Whole Brain® Thinking can assist with mental health in the workplace and drive employee engagement.
What is Employee Burnout, and How Can Employers Spot It?
Employee burnout is a state of physical, emotional, and mental exhaustion caused by prolonged stress and overwork. It often results from chronic workplace stressors, such as excessive workload, lack of control, and insufficient support. Poor mental health in the workplace can result in physical symptoms that include:
- Fatigue: Feeling constantly tired, even after rest.
- Insomnia: Difficulty falling asleep or staying asleep.
- Headaches and other physical discomfort.
- Weakened Immune System: Frequent illnesses due to stress.
There are also emotional signs of burnout, such as:
- Cynicism and Detachment: Feeling distant from work and colleagues.
- Reduced Accomplishment: A sense of inefficacy and decreased productivity.
- Irritability and mood swings.
- Lack of Motivation: Loss of enthusiasm for tasks.
Spotting employee burnout early allows organisations to intervene and support their workforce. P&C leadership should be on the lookout for the following behavioural clues of issues with mental health in the workplace:
- Withdrawal: Employees isolating themselves from others.
- Increased Absenteeism: Frequent sick days or time off.
- Decreased Performance: Missed deadlines or poor quality work.
- Neglecting Self-Care: Ignoring physical and mental health needs.
- Reduced Employee Engagement: Lack of interest and reduced participation in workplace activities.
Applying Whole Brain® Thinking to Employee Mental Health
Mental health in the workplace requires a holistic approach that adequately accounts for the diversity of today’s workforce. Whole Brain® Thinking, based on the Herrmann Brain Dominance Instrument (HBDI), offers a robust framework to enhance mental health and prevent burnout by leveraging diversity and inclusion.
The model categorises the thinking styles and cognitive preferences into four quadrants: Analytical (A), Practical (B), Relational (C), and Experimental (D). Understanding and leveraging these different thinking styles can help organisations create supportive environments that promote mental well-being and resilience. We’ve applied the different thinking styles to the four major issues highlighted by Melbourne University’s research to demonstrate the richness leadership teams embracing diversity and inclusion can bring to problem-solving.
1. Enhancing Workplace Safety and Inclusivity
MU’s report reveals that many Australians perceive their work environments as unsafe, with discrimination affecting women, Aboriginal and Torres Strait Islanders, caregivers, and people living with chronic illnesses. Professor Leah Ruppanner, one of the authors and a gender inequality expert, cautions against assuming caregivers are exclusively women. She says caregiving men are also exhausted, subject to discrimination and at risk of attrition. Workplaces need to evolve to cater for this diversity and inclusion.
Applying Whole Brain® Thinking to workplace safety might look something like this:
- Quadrant A (Analytical Thinking): Use data-driven insights to identify patterns of discrimination and unsafe practices (psychological and physical). Implement rigorous safety protocols and regular audits to ensure compliance and address any identified issues promptly.
- Quadrant B (Practical Thinking): Develop clear, actionable policies and procedures to create a safe and inclusive workplace. Ensure all employees are trained on these protocols and understand the steps to report safety or discrimination concerns.
- Quadrant C (Relational Thinking): Foster a supportive and inclusive culture by promoting empathy, emotional intelligence, and active listening. Create safe spaces for open dialogue where employees can voice their concerns without fear of retaliation.
- Quadrant D (Experimental Thinking): Encourage innovative solutions to enhance workplace safety. Implement creative initiatives like anonymous reporting apps or virtual reality training for safety procedures to engage employees in new ways.
2. Addressing Employee Well-Being
Australian workers report greater exhaustion and stress post-pandemic, particularly those with additional responsibilities outside of work. Caregivers were particularly hard hit during the pandemic with school closures and reduced access to services. But now, MU’s research shows they’re still working harder than they did pre-pandemic.
We can apply Whole Brain® Thinking employee well-being as follows:
- Quadrant A (Analytical Thinking): Utilise data to monitor employee well-being indicators, such as absenteeism, productivity, and employee engagement. Implement evidence-based wellness programs that address physical, mental, and emotional health.
- Quadrant B (Practical Thinking): Develop structured support systems, such as flexible working hours, remote work options, and clear work-life boundaries, to help employees manage their responsibilities effectively.
- Quadrant C (Relational Thinking): Promote a culture of care and support. Implement regular check-ins, peer support programs, and mental health resources to ensure employees feel valued and supported.
- Quadrant D (Experimental Thinking): Innovate wellness initiatives by offering creative outlets such as mindfulness sessions, team-building activities, and opportunities for employees to pursue personal interests and hobbies.
3. Mitigating the Risk of Employee Attrition
Prime-aged workers are experiencing exhaustion, lack of motivation, and difficulty concentrating due to non-work responsibilities. Young (18-34 years) and middle-aged (35-54 years) workers were disproportionately affected by the pandemic compared to their older colleagues (aged 55 and over), MU’s study has found. Over 30% of prime-aged workers contemplate quitting compared to 20% of older workers. The study also revealed the number of workers with chronic illnesses has increased to 38% from 32% in 2021, possibly as a result of Long COVID and the mental impact of working through the pandemic. 40% of these report wanting to quit, and almost 75% say their jobs make them sicker.
A Whole Brain® Thinking approach to retention might involve the following:
- Quadrant A (Analytical Thinking): Conduct thorough analyses to identify critical factors contributing to employee turnover. Use this data to develop targeted retention strategies.
- Quadrant B (Practical Thinking): Implement practical solutions such as mentorship programs, career development opportunities, and clear pathways for advancement to keep employees motivated and engaged.
- Quadrant C (Relational Thinking): Foster a supportive and inclusive work environment that values work-life balance. Recognise and address the unique needs of employees with additional responsibilities outside of work.
- Quadrant D (Experimental Thinking): Create an engaging, stimulating work environment that encourages creativity and innovation. Provide opportunities for employees to work on exciting projects that align with their passions and interests.
4. Preparing for the Future of Work
According to MU’s research, Australian workers are largely unprepared for future workplace challenges driven by automation and artificial intelligence. Most Australians either underestimate the adaptation required or overestimate their ability to deal with such change. And 20% will only adopt new technology if forced to do so. Employers must facilitate inclusive technology use as part of their retention strategies or risk further deterioration of their employees’ well-being and attrition.
A Whole Brain® Thinking approach to future preparedness might involve:
- Quadrant A (Analytical Thinking): Provide data-driven insights into future trends and necessary skills. Offer training programs focused on analytical and technical skills essential for navigating automation and AI advancements.
- Quadrant B (Practical Thinking): Develop practical training programs and resources that equip employees with the skills to adapt to new technologies. Ensure these programs are accessible and relevant to all employees.
- Quadrant C (Relational Thinking): Foster a learning culture that values continuous improvement and adaptability. Encourage collaboration and knowledge-sharing among employees to build a resilient and agile workforce.
- Quadrant D (Experimental Thinking): Promote innovation and experimentation by encouraging employees to explore new ideas and technologies. Create opportunities for employees to engage in creative problem-solving and design-thinking workshops.
Conclusion
Applying Whole Brain® Thinking to the challenges identified in the State of the Future of Work Report can significantly enhance workplace well-being, safety, and preparedness. By leveraging diverse cognitive preferences, organisations can create supportive, inclusive, and innovative work environments that address the unique needs of their employees and prepare them for future challenges.
At Carole Cooper Consulting, our HR consulting team specialises in implementing Whole Brain® Thinking strategies to foster healthy, resilient workplaces. To realise the benefits of Whole Brain® Thinking in your organisation, speak to us at Carole Cooper Consulting about the following customised programs designed to enhance workplace mental health, prevent burnout, and bolster preparedness:
- Individual HBDI assessments
- HBDI team workshops
- HBDI-led training and development initiatives
- HBDI-led organisational structuring
- HBDI-led coaching
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