【商業熱話】調查：逾四成打工仔感到職業倦怠 為疫情以來最高水平 Survey suggests over 40% of workers feel job burnout, the highest level since the Covid outbreak
根據Future Forum最新調查顯示，超過40%的打工仔因工作而感到職業倦怠，這是自疫情以來最高水平。後疫情期間，經濟不穩定、裁員壓力、重返辦公室的壓力都加劇了職場工作者的不適感，尤其女性和年輕員工。《彭博》報道指出，全球工作者比以往更感到疲憊。 因此，現在是時候關注職業倦怠的問題，並尋找應對之道。
職業倦怠是指在工作中感到情感耗竭、失去個人成就感和對工作的興趣降低。根據世界衛生組織（WHO）的定義，職業倦怠可被視為一種心理健康問題，它可以對我們的身心健康造成負面影響。職業倦怠的原因有很多種，從人際關係到工作特性，再到組織氛圍等方面都可能影響到我們的工作狀態。
作為上司，有需要觀察下屬有沒有出現職業倦怠的跡象，包括工作質量下降、請假和缺勤增多、對公司活動和同事互動減少，以及負面行為增加，例如與同事或客戶爭吵，產生對公司不利的行為。
New Life Plus商業應用專家及資深培訓教練劉丹心建議，上司可以採取一系列方法，應對職業倦怠：
- 為員工營造「快樂工作間」：
設立「健康空間」例如綠化休息室和用餐區域，以紓緩員工的壓力，平衡情緒，同時增強對公司的歸屬感。由於企業文化、辦公環境和與上司的關係也影響著員工的幸福感，因此建造快樂工作環境比單純的利誘更重要。 - 利用「RINO」溝通模式化解工作倦怠痛點：
主管應與下屬建立良好關係，避免採取高壓政策，保持對等關係。有效溝通可借助「RINO」模式：
建立親和力（Rapport）：避免用批評性的言語直指員工的不足。
釐清問題（Identification）：用關懷和同理心代替指責，引導員工自行思考問題所在，建立互信。
路線導航（Navigation）：共同找出解決方案或明確團隊目標，並鼓勵員工對職涯發展發表意見。
落實執行（Operation）：給予指導和培訓，幫助員工優化表現。 - 讓員工「轉型」內部創業家，共創雙贏局面：
提供員工機會參與公司的特定項目，不僅限於資深高級職員，只要他們充滿熱情、具有新思維和樂於接受挑戰，就有機會成為內部創業家。當個人能夠獲得成就感並參與公司的成功，工作倦怠的問題將會得到紓緩。
職業倦怠是個需要重視的問題，但我們可以從不同的角度入手，重燃對工作的熱情。通過營造愉快的工作環境、建立良好的溝通關係和激發員工的內部創業精神，我們可以讓團隊更加積極參與工作，並取得更好的成果。
After the pandemic, a wave of occupational burnout has swept in. According to a recent survey by Future Forum, over 40% of office workers experience occupational burnout, marking the highest level since COVID-19 pandemic began.During the post-pandemic period, factors such as economic instability, pressure from layoffs, and the stress of returning to the office have intensified the discomfort among workplace professionals, particularly affecting women and young employees. Bloomberg further pointed out “Workers of the world are more exhausted than ever.” It is now time to pay attention to the issue of occupational burnout and find ways to address it.
Occupational burnout refers to the feeling of emotional exhaustion, diminished personal accomplishment, and decreased interest in work. According to the World Health Organization (WHO), occupational burnout is considered a mental health issue that can have negative impacts on our physical and mental well-being. The causes of occupational burnout are diverse and can range from interpersonal relationships and job characteristics to organisational culture, among other factors, all of which can influence our work state.
As a supervisor, it is also important to observe signs of occupational burnout in subordinates. These signs include a decline in work quality and quantity, increased leave and absenteeism, reduced participation in company activities and interactions with colleagues, and an increase in negative behaviours such as arguments with coworkers or behaviour detrimental to the company.
New Life Plus business application expert and senior training coach, Samuel Lau suggests supervisors can take a series of approaches to break occupational burnout:
- Creating a "Happy Work Space" for employees:
Establishing a "healthy space," such as green rest areas and dining areas, can help alleviate employees' stress, balance emotions, and enhance their sense of belonging to the company. Company culture, the office environment, and relationships with supervisors also impact employee happiness, making it more important to create a joyful work environment than simply offering incentives. - Resolve occupational burnout pain points through the "RINO" communication model:
Supervisors should establish a good relationship with subordinates, avoiding high-pressure policies and maintaining an equal standing. Effective communication can be facilitated using the "RINO" model:
Rapport: Avoid criticising employees directly.
Identification: Replace blame with empathy and understanding, guiding employees to identify the issues themselves and building mutual trust.
Navigation: Jointly identify solutions or clarify team goals, and encourage employees to express their opinions on career development.
Operation: Provide guidance and training to help employees optimise their performance. - Encourage employees to become "intrapreneurs" and foster win-win situations:
Offering opportunities for employees to participate in specific projects within the company, regardless of their seniority. As long as they are enthusiastic, innovative, and willing to take on challenges, they can become intrapreneurs. When employees experience a sense of accomplishment and actively contribute to the company's success, the issue of occupational burnout can be alleviated.
Occupational burnout is an issue that requires attention, but we can approach it from different angles to reignite enthusiasm for work. By creating a pleasant work environment, establishing good communication relationships, and inspiring employees' intrapreneurial spirit, we can encourage teams to actively engage in their work and achieve better results.