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Abstract

ess and equity within the workplace.These factors can be changed — and can only be changed — in the workplace itself.Resiliency programs generally aim to help people create a buffer against risk so that they are less likely to develop burnout or mental illness. The programs often focus on teaching people how to enhance protective factors and minimize risk factors.Resiliency training programs have become common workplace training options, and in the right circumstances, they can be a useful support. But employers, you need to know: if your workers are burnt out, sending them to a resiliency program really does have the potential to make things worse, especially if you make it compulsory. If you want to support your employees, it is important to do that in a way that respects and acknowledges their preferences and needs.Many people work in high-pressure environments or workplaces with frequent changes and they avoid burnout in spite of the risks, but it is not necessarily because they are more resilient. Other workplace factors come into play.<h2 id="57a6">Compulsory programs are a bad idea</h2>Recently several people I know, who work in a variety of industries, have told me about their employers sending them to compulsory resiliency training programs.Now I can understand the thinking and I applaud the intention, but for each person who spoke with me about their experience, the training had the opposite effect to the one their employers presumably intended.It made them feel disconnected from their management. They interpreted it as being told to “suck it up.” Each person had legitimate concerns about policies or practices that they could see were impacting the mental health of staff. Some of these policies and practices could have been changed if their leaders had authentically listened and acted on feedback.Being sent to a resilience program gave the impression their bosses thought that they were the problem. They just needed to be stronger to handle their working conditions. A couple of these people felt that it was an insulting “tick the box” exercise that enabled their employer to say they’ve done mental health now so everyone can just get on with their jobs.The result of this mismatch between intention and need is that the employees now feel disrespected. These relationships need repair, and that won’t be easy.Employers, I implore you to take the courageous roadAsk your employees what they need, be brave enough to hear their responses, and where possible, change the situation to minimize the stresses that impact their sense of burnout.I’

Options

ll admit, it might be much easier to send people to a training program than to examine and change policies and practices, formal or informal, in your workplace that impact burnout. But if you’re wanting real change you might find it necessary.Just to be clear, I’m not opposed to resiliency programs. I believe a well-run, evidence-based resiliency program can be very useful in the right circumstances. However, I think it’s likely that if you make building individual resilience part of a broader strategy, led by the workers themselves, it may be more effective and better-received.So if you’re considering sending staff to a resilience program, you might like to consider these questions:1. Have you had an open and honest conversation with your staff about whether they really are feeling burnt out? Do they feel they would benefit from resiliency training? (Don’t just assume)2. Have you asked your staff what they consider to be the biggest factors that influence them feeling stressed or burnt out? (You might be surprised)3. Have you been open and honest with your staff about things that cannot change, and honest with yourself about the things you could?4. Have you asked your staff to come up with creative strategies to minimize the impact of stressors, especially the ones that can’t be changed?As a side note, let’s face it, people experiencing burnout may be risk-averse or uncomfortable speaking openly with their managers, so perhaps ask for a volunteer to gather feedback from their colleagues and provide it on behalf of the team. You might find that you get greater honesty and transparency if the feedback is collated or anonymous. In the end, a resilience program might be just the thing your staff needs. I believe the important thing is to let them decide that.One final reminder: I encourage you to offer support, but please do not impose them on unwilling recipients.If you would like full access to every story on Medium please consider <a href="https://medium.com/@fisherolivia/membership">becoming a member</a> — using this link means your membership fees will directly support me to continue writing.<h2 id="6f08">References</h2>Heinemann and Heinemann( (2017). Burnout Research: Emergence and Scientific Investigation of a Contested Diagnosis. SAGE Open, 7(1), 1–12.Maslach, C., & Leiter, M. P. (2016). Understanding the burnout experience: recent research and its implications for psychiatry. World Psychiatry, 15(2), 103–111.World Health Organisation (2019). International Classification of Diseases 11th Revision</article></body>

Employers, please stop sending people to resilience programs

Instead, ask yourself these questions

Photo by **Anna Tarazevich** from **Pexels**

In 2020 and 2021, lockdowns, insecure employment, and a constant state of uncertainty created a perfect storm of risk factors that have led many people around the world to feel burnt out. Many employers have made a commitment to their workers to help them avoid or manage burnout, which is laudable. I believe the majority of employers really do care about their workers and want the best for them.

However, despite good intentions, the help they provide is not always helpful.

Supports provided must match the needs of the people being supported. A mismatch can feel tokenistic, offensive, and even harmful.

What is burnout?

Before we go any further, it’s important to understand the difference between a mental illness and burnout. Mental illnesses such as depression or anxiety disorders require specialized, tailored support from registered health and medical professionals. If you or someone you know is experiencing a mental illness, or suspect you might be, please consult your doctor.

In this story, I will focus solely on burnout.

Burnout is not a mental illness although it can be a precursor to depression in some cases. The International Classification of Diseases (ICD-11) classifies burnout as an occupational phenomenon, not a disease. Many people who experience burnout in the workplace do not experience symptoms of mental illness in other parts of their lives. Burnout is situational and may quickly resolve once a person is removed from their work environment.

Burnout is an occupational phenomenon, and I believe it needs an occupational solution.

Research has identified many factors that influence whether a person experiences burnout such as their perceived level of control over their work, the variety (or lack of) in their work, and their perception of fairness and equity within the workplace.

These factors can be changed — and can only be changed — in the workplace itself.

Resiliency programs generally aim to help people create a buffer against risk so that they are less likely to develop burnout or mental illness. The programs often focus on teaching people how to enhance protective factors and minimize risk factors.

Resiliency training programs have become common workplace training options, and in the right circumstances, they can be a useful support. But employers, you need to know: if your workers are burnt out, sending them to a resiliency program really does have the potential to make things worse, especially if you make it compulsory. If you want to support your employees, it is important to do that in a way that respects and acknowledges their preferences and needs.

Many people work in high-pressure environments or workplaces with frequent changes and they avoid burnout in spite of the risks, but it is not necessarily because they are more resilient. Other workplace factors come into play.

Compulsory programs are a bad idea

Recently several people I know, who work in a variety of industries, have told me about their employers sending them to compulsory resiliency training programs.

Now I can understand the thinking and I applaud the intention, but for each person who spoke with me about their experience, the training had the opposite effect to the one their employers presumably intended.

It made them feel disconnected from their management. They interpreted it as being told to “suck it up.” Each person had legitimate concerns about policies or practices that they could see were impacting the mental health of staff. Some of these policies and practices could have been changed if their leaders had authentically listened and acted on feedback.

Being sent to a resilience program gave the impression their bosses thought that they were the problem. They just needed to be stronger to handle their working conditions. A couple of these people felt that it was an insulting “tick the box” exercise that enabled their employer to say they’ve done mental health now so everyone can just get on with their jobs.

The result of this mismatch between intention and need is that the employees now feel disrespected. These relationships need repair, and that won’t be easy.

Employers, I implore you to take the courageous road

Ask your employees what they need, be brave enough to hear their responses, and where possible, change the situation to minimize the stresses that impact their sense of burnout.

I’ll admit, it might be much easier to send people to a training program than to examine and change policies and practices, formal or informal, in your workplace that impact burnout. But if you’re wanting real change you might find it necessary.

Just to be clear, I’m not opposed to resiliency programs. I believe a well-run, evidence-based resiliency program can be very useful in the right circumstances. However, I think it’s likely that if you make building individual resilience part of a broader strategy, led by the workers themselves, it may be more effective and better-received.

So if you’re considering sending staff to a resilience program, you might like to consider these questions:

1. Have you had an open and honest conversation with your staff about whether they really are feeling burnt out? Do they feel they would benefit from resiliency training? (Don’t just assume)

2. Have you asked your staff what they consider to be the biggest factors that influence them feeling stressed or burnt out? (You might be surprised)

3. Have you been open and honest with your staff about things that cannot change, and honest with yourself about the things you could?

4. Have you asked your staff to come up with creative strategies to minimize the impact of stressors, especially the ones that can’t be changed?

As a side note, let’s face it, people experiencing burnout may be risk-averse or uncomfortable speaking openly with their managers, so perhaps ask for a volunteer to gather feedback from their colleagues and provide it on behalf of the team. You might find that you get greater honesty and transparency if the feedback is collated or anonymous. In the end, a resilience program might be just the thing your staff needs. I believe the important thing is to let them decide that.

One final reminder: I encourage you to offer support, but please do not impose them on unwilling recipients.

If you would like full access to every story on Medium please consider becoming a member — using this link means your membership fees will directly support me to continue writing.

References

Heinemann and Heinemann( (2017). Burnout Research: Emergence and Scientific Investigation of a Contested Diagnosis. SAGE Open, 7(1), 1–12.

Maslach, C., & Leiter, M. P. (2016). Understanding the burnout experience: recent research and its implications for psychiatry. World Psychiatry, 15(2), 103–111.

World Health Organisation (2019). International Classification of Diseases 11th Revision