PREVENTING STRESS AND BURNOUT IMPROVING THE EMPLOYEE EXPERIENCETHE IMPACT OF STRESS AND BURNOUT FOR PEOPLE AND ORGANIZATION PREVENTING STRESS AND BURNOUTHAS BECOME URGENT, DUTCH FACTS: PEOPLE ORGANIZATION rene ele psy an soto cosanceom's nemacgmt @ sue Tce lca : [Absenteeism by stress costs 4.800.000 employees have ements burnout complaints 0.000.000 year'y Average reintegration time is 242 days. Full recovery can take upto, 2,8 years 3,000,000 employees exoressed ihe reed for draste measures In 2007 11% of all employees had bumout complaints, n 2017 this increased to 18% ‘Age groups from 25-38 and 55-65, are most prone to burnout ©0000 % 3 The Increase of work pressure A single bumout ease costs the end the decrease of autonomy {€2) organization a minimum of enhanced stress 00.000 ADEQUATE & TIMELY INTERVENTION WILL SAVE YOU TIME, MONEY AND MOST IMPORTANTLY YOUR EMPLOYEE'S HEALTH. ACTING BEFORE STRESS TURNS INTO BURNOUTIS KEY. DISTRESS OVERSTRESSED BURNOUT @ IMPACT ON HEALTH ‘ounrocusisto preven suawouT Gy vecuecr sions STAGE 1 AND 2 2) >snovts oFsraess Ee > 100K / EMPLOYEE RECOVERY TIME DISTRESS WITHOUTANY INTERVENTION CAN EASILY LEAD TO BURNOUT _ siapartnersOUR VISION & APPROACH PREVENTING BURNOUT TOGETHER WE TACKLE THE ROOT CAUSES OF STRESS AND BURNOUT AND IMPROVE THE EMPLOYEE EXPERIENCE INCREASE WORK ENGAGEMENT Work engagement! the cure for burnout. there ie ‘an imbalance in the amount af job resources and job stressors, the chances of bumout increase ENGAGEMENT JOB STRESSORS wos cn of ve A HEALTHY WORKPLACE “job rezources can be autonomy. feedback recovery, job variety, leadership suppor etc Job stressors can be work overt poits, role confit job insecunty etc @) LISTEN To YOUR EMPLOYEES Listening to your employees improves the employee lexperienee ai work in addition, this continuous loop ‘unctions 3. job resource that Increases work engagement and prevents burnout 2) So ec ren erate) [GAXONSEN FOCUS ON BOTH PEOPLE AND ORGANIZATION Online sean to assess current stuaton on both personal as ofganzational_ level Focus on both Stress & Bumout stages as engagement levels Experience workshopsto discover rooteauses DEFINE AND EXECUTE THE ‘TRANSFORMATION PLAN TO IMPROVE AND SUSTAIN WORKPLACE HEALTH. Action plan and targeted Interventions to increase work engagement and job resources and lower|ob stressors Setup a dedicated Health team Tesponsible for the execution and embedding of the change: Reinforce the change by changing formal mechanisrs inthe organization” (eg._performance: management processes, leadership protlies) CREATE A CONTINUOUS DIALOGUE ql TO KEEP TRACK OF STRESS, BURNOUT AND ENGAGEMENT | Engagement survey 380° feedback: Performance management interviewsy CONTINUOUS cycle DIALOGUE Communication oF ate one progress siapartnersTOWARDS A STATE OF CONTINUOUS LEARNING BUILDING A FUTURE PROOF ORGANIZATION Create an engaging state of continuous learning to build future-proof competences and retain your people siaLEARNING ABILITY DETERMINES FUTURE PERFORMANCE WORKPLACE TRANSFORMATION TRENDS IMPACTING LEARNING NEEDS == fe EMPLOYEE @ 94% ofempioyees RETENTION | would stay ata / conmmuous {company longer 85% ofthe jobs Joss ested In thi that vil existin @ TRANSFORMATION / w= P 2030 havent 4 a even been oes a invented yet! / 4 ROBOTISATION \ ORGANIZATIONAL ‘TRANSFORMATION ‘Shift from a hierarchical to a flat ‘organzational mode! Sea Shift from repetitive to autonomous or team-based tasks for employees Building a strong learning ability in your organization is crucial in facing these trends and ‘outperforming your competitors. SOFT SKILLS ARE CRITICAL TO BE READY FOR THE FUTURE OF WORK, THE SHIFTIN LEARNING 2 FUNCTIONAL SKILLS. of the future of work are for a large part Unknown, 85% of the jobs that will exist in 2030, FROM... an isolated and static leaming approach havent even been invented yet! that is disconnected V7 tom be peso Gy sorrsiauis corte GQ) inerain eer more rola they erable erolyecso bul ard sat. 0 | Ree ected cnt Sinn BO or contoous arang LEARNING HOW TOLEARN. sontoach were DEVELOPING A GROWTH MINDSET learning is (( ise mostvalabe Sot Skil—te belt hat petsondod and your talents and inteligence can be developed. This skill will datermine the speed and flexibility of development among your people Connected to your day-to-day activiies ‘See nert page for more information. A shift at the organizational level is needed to cultivate a continuous learning journey that is integrated into the workflow of your people.LEARNING ABILITY DETERMINES FUTURE PERFORMANCE WORKPLACE TRANSFORMATION TRENDS IMPACTING LEARNING NEEDS == fe EMPLOYEE @ 94% ofempioyees RETENTION | would stay ata / conmmuous {company longer 85% ofthe jobs Joss ested In thi that vil existin @ TRANSFORMATION / w= P 2030 havent 4 a even been oes a invented yet! / 4 ROBOTISATION \ ORGANIZATIONAL ‘TRANSFORMATION ‘Shift from a hierarchical to a flat ‘organzational mode! Sea Shift from repetitive to autonomous or team-based tasks for employees Building a strong learning ability in your organization is crucial in facing these trends and ‘outperforming your competitors. SOFT SKILLS ARE CRITICAL TO BE READY FOR THE FUTURE OF WORK, THE SHIFTIN LEARNING 2 FUNCTIONAL SKILLS. of the future of work are for a large part Unknown, 85% of the jobs that will exist in 2030, FROM... an isolated and static leaming approach havent even been invented yet! that is disconnected V7 tom be peso Gy sorrsiauis corte GQ) inerain eer more rola they erable erolyecso bul ard sat. 0 | Ree ected cnt Sinn BO or contoous arang LEARNING HOW TOLEARN. sontoach were DEVELOPING A GROWTH MINDSET learning is (( ise mostvalabe Sot Skil—te belt hat petsondod and your talents and inteligence can be developed. This skill will datermine the speed and flexibility of development among your people Connected to your day-to-day activiies ‘See nert page for more information. A shift at the organizational level is needed to cultivate a continuous learning journey that is integrated into the workflow of your people.