These tips were published on the Human Capital League website.
Do not neglect individual consultations
Regular, individual face-to-face meetings with employees serve as an efficient means to prevent many complications, including burnout syndrome. Do not be fooled into thinking evidently nothing bad is happening and even in this case do not cancel one-to-one meetings: they may reveal information enabling you to intervene in time if burnout syndrome threatens.
Create a safe working environment
Burnout is often caused not only by overworking but also as a result of frustration at not being able to talk about one's problems with other people. Create a safe space in your working environment within which employees will not be afraid to speak openly about their problems.
Learn to detect signals
Do not ignore any signals employees are emitting and brush up on your knowledge of psychology. Most importantly, you must learn to detect signals of employees' overworking and psychological fatigue: these include absenteeism, lack of interest in work, arriving late at work, workaholism, apathy or reduced work efficiency.
Consider changes in the system
If you suspect the current set-up of the system may support burnout syndrome in employees, consider whether certain systemic changes might be necessary. You could, for example, allow employees to rotate so as to avoid one person having to work too long on their own on a single, challenging task.
Remember that even small changes can make a big difference
Try to find a compromise and agree with employees on a system that corresponds to their needs. Remember that even small changes can make a big difference. Why not offer fixed working hours from 10 a.m. to 3 p.m. and let employees choose the rest of their daily working hours for themselves? Do not be unnecessarily strict when it comes to rules that are no longer compatible with the modern age.
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