More and more experts experience burnout at work; according to a study conducted by Akava Special Branches last summer, as many as 43 per cent of experts feel that their risk of burnout is high.
“Employees must feel that the work they do is at least somewhat meaningful and that they have the opportunity to have a say in their role and what it entails. Well-being at naturally work suffers if you cannot find such meaningfulness at work”, says Henrietta Aarnikoivu, Director of Organisational and Membership Services at Akava Special Branches.
Respondents highlighted project-oriented work, excessive workloads and the ever-increasing demands for efficiency and competitiveness as the causes of burnout. In short, employees are expected to get even more done while no new staff are being recruited. Up to 60% of respondents reported that their mental health challenges were partly or fully caused by work. Only a few responded that they were completely safe from burnout.
“Despite remote work, it is important to be able to create a sense of community at the workplace. Good team spirit helps employees cope with pressure and tight deadlines at work. Recovering from work varies from person to person. What one employee may perceive as a lack of support may be perceived by another as more freedom of choice. The changing world also poses major challenges to management”, Aarnikoivu says.
Make it easier to ask for help
Pauliina Mattila-Holappa, Chief Specialist at the Finnish Institute of Occupational Health, believes that more attention should be paid to defining job descriptions. Employees must feel that the demands of work are manageable. Previous responsibilities must be eliminated when something new is added to the job description.
“When companies attempt to boost productivity, they tend to give employees a bunch of new responsibilities on top of their existing ones without considering how much time they actually have. What this means is that in practice, they are gradually expanding the job descriptions. Of course, managing different information systems and learning new things is part of expert work, but we cannot assume that everyone should learn everything.
How and when different IT systems are used varies. Certain tools may only be needed once a year, so the same effort to learn to use the tool is required when the system is updated for when it is next needed.
"Employees often solve problems related to these issues on their own. They might hesitate to ask someone else for help, especially when working remotely”, Mattila-Holappa explains.
Mattila-Holappa points out that learning new things is not necessarily a burden, as it can also be inspiring and support well-being at work. However, sufficient time must be allocated for learning new things so that it does not become a burden.
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Most employees recover at least moderately well
Even though the increasing stress from work is perceived as a real issue, as many as 70% of the experts reported that they recover at least moderately well from work. In addition, the blurring of the boundary between work and personal life does not seem to be a problem for many. It seems that, despite the increasing pressure, expert work is still considered meaningful and important.
According to Aarnikoivu, three factors that support recovery have been emphasised in discussions with members of Akava Special Branches. These are finding work meaningful, the atmosphere at the workplace and high-quality leisure time.
However, employees at many workplaces are in a constant state of alert and ready to respond to anything. Henrietta Aarnikoivu from Akava Special Branches believes that the current cooperation legislation does not guarantee a genuine dialogue. In a healthy work community, employees are constantly engaged systematic and goal-oriented discussions.
“It feels like there is a lot of talk with little substance at many organisations. Employees feel that they are not being heard. Open communication and cooperation are the only way to correct a situation that causes stress. Sometimes just stopping to think about things for a moment can be enough”, Aarnikoivu suggests.
Aarnikoivu sees that there is a need for a statutory obligation to stop. Reflecting on the basics – where we are and how we can leverage our strengths – is often enough if employees feel that they are genuinely being heard. Creating an atmosphere built on trust requires a joint effort.
Empathy is a superpower
Last year, VALA Group Oy, a software quality services company, rose to the top of the list of Finland’s Best Workplaces in the category of medium-sized companies.
VALA employees mainly work in client companies, which is typical in the consulting sector. However, VALA has managed to build a culture and a good working atmosphere so that the connection to the employer remains unbroken even in long projects.
“At VALA, we have a good team spirit even though our consultants can spend long stretches of time working outside of our office”, says Marcus Mattila, CEO of the company.
Each consultant can influence the projects they work on and how they work on them. The company strives to prevent problems through weekly well-being at work surveys, customer feedback and regular contacts.
Any potential problems are addressed immediately. At VALA, responsibilities and those responsible for them are defined in detail, the objectives are made visible, and progress is monitored. Employees are encouraged to help the company achieve its goals through rewards that the employees are entitled to when the objectives of the company strategy are met. In addition, VALA also has a long-term incentive plan in place.
Empathy has been one of VALA’s core values from the very beginning. Mattila took over the CEO role a few years ago and says that he has not seen any need to change the proven operating method. All employees are seen as individuals, and they are regularly contacted in the manner they prefer.
“It is important that the same tool kit is not applied to every employee. People are different. Some people want to meet face-to-face, others want to talk on the phone, others want to chat live and others prefer to chat online. Of course, this takes time and effort, but it is definitely worth it. We have made empathy a superpower at the workplace,” Mattila says.
Don’t be afraid to ask for help
Pauliina Mattila-Holappa from the Finnish Institute of Occupational Health estimates that the threshold for seeking help and support has become too high at Finnish workplaces. Sharing the burden of problems could be one solution to overcoming work-related stress.
“What happens if someone who has been signed off due to burnout returns from sick leave and things are exactly same as when they left? Surely something needs to change? It is important to examine the reasons that led to burnout while accepting that it may take time to understand the situation. Latest data shows that a gradual return is the best approach. An occupational health negotiation, in which the person returning to work, the occupational healthcare provider and the supervisor go through the necessary concrete changes, could also be appropriate”, Mattila-Holappa says.
Mattila-Holappa admits that it can be difficult for employees to draw a line between their personal and professional lives, which is not being made any easier by the current economic situation. For some, the only option may be looking for another job. However, during hard times, people tend to persevere in roles that may not have suited them in the first place.
“It is also essential to identify what you find rewarding in your work. Why did you originally apply for this position and what made you go for this profession? Is your role what you hoped it would be? What do you enjoy? What makes you feel satisfied at work? It is important to take stock of positive things at work. You may have more positive experiences at work through small adjustments."
How to improve meaningfulness of work
Five tips for those at the beginning of their careers:
- Success is a two-way street. Try to actively initiate dialogue. Seek help and suggest a discussion with your supervisor if something seems unclear, your work is fragmented, or its priorities are constantly changing.
- Do you know what your work means for the organisation and the efforts to achieve its goals? Of course, it is your supervisor's job to clarify this for you, but you must also make an effort to understand the significance of your work.
- Don’t be afraid to set boundaries if you feel that your work is starting to feel less meaningful due to too much work. It can be difficult if you are worried that it might get you fired. However, it is about the ability to lead yourself and recognise your limits. It is in everyone’s interest that employees do not experience burnout and lose their ability to work.
- Try to create an atmosphere of hope. Everyone fizzles out in an environment where nothing positive can be seen. Even difficult times should not prevent you from seeing the good things that already exist.
- Recognise your strengths and enjoy your moments of success.