If someone is approaching burnout, I
would ask them “Do you know what
your top two or three priorities are?”
You’ve got to weigh your goals. If you
have 10 goals and each gets 10 percent of your time, you probably need to
rethink your approach.
One of our company’s guiding principles is the 80/20 rule, which we use
to prioritize and manage work. That
means spending 80 percent of your time
on the 20 percent of your tasks that are
deemed most important. Being crystal
clear on your top priorities drives performance and prevents burnout.
If we understand that every task is not
of equal value, then it’s easier to know
how to spend your time. The 80/20 rule is
such a big part of our culture that we talk
about “What’s your 80?” It’s integrated
into our nomenclature.
—Ellen Steele Kapoor, manager, talent management and leadership development, Illinois Tool Works Inc., Glenview, Ill.
HR should be training managers on how
to keep employees engaged and motivated. Supervisors bear the responsibility for preventing employee burnout and
improving retention because they control
the employees’ workload. They create the
climate or culture within their divisions.
They’re responsible for their employees’
promotions and value-added contribu-
tions. If HR professionals spot red flags,
such as high turnover, within certain
departments, they have
the responsibility to edu-
cate the leaders and pro-
vide them with the tools
necessary to retain qual-
ity personnel. People will
stay at companies forever if they are treated
with respect and have the opportunity to
grow and move up.
—Rita Winborne, SHRM-SCP, HR
consultant, Charlotte, N.C.
I experienced burnout as a college athlete. Now in the workforce, I have found that
many of the principles for avoiding burnout can be applied to any setting. Being proactive is key. It is much harder to address the problem after it occurs.
As an athlete, I would have benefited from a coach who was more approachable,
who could talk me through the difficulties I was facing. I was intimidated and felt that
I would be judged and viewed as weak and incompetent if I revealed that I was struggling. Over time, these small feelings snowballed and resulted in career-ending burnout. I didn’t have the skills to cope with frustrations and the monotony of practice and
workouts, and I wasn’t in an environment where I was comfortable seeking help. My
burnout could have been prevented.
—Kelly Koier, senior recruiter, Integra Staffing & Search, Charlotte, N.C.
Walking meetings help recharge an HR team at
Berkeley County School District in South Carolina.