You are not the only one. Every time we all get more and more tired.

In the weeks following the first COVID-19 outbreak, many companies had to close their offices. As a result, most workers not only had to adjust to a new reality in which they spent much of their working days from home, but also faced another unexpected challenge: increasing fatigue.

During these months, the pandemic has exacerbated employee stress at work. Millennials were particularly hard hit, with 59% reporting burnout in an Indeed poll last month during the pandemic. In fact, the study found that 67% of those polled among Millennials, Baby Boomers, Generation X, and Generation Z believe that burnout has worsened since last March.

You are not the only one.  Every time we all get more and more tired.
You are not the only one. Every time we all get more and more tired.

At a time when workers are struggling to draw the line between work and home in a work-from-home environment, managers play a vital role in making sure their employees feel supported. According to Karin Borchert, CEO of Modern Hire, this starts with one-to-one communication.

“I would encourage all bosses to make sure they do this at least once a week, but in some cases more often, depending on the nature of the manager’s role. [empleado]”He says.” Do you know how is his mental well-being, his physical well-being, his personal stress? Without going into people’s personal affairs. “

  • To Know More: 10 Signs You Are “Burning” (And How To Stop It)

Control over employees is especially important as managers often don’t “understand all of the things that people are juggling with in their personal lives,” adds Borchert. With many employees working in confined spaces today, it can be difficult to keep their personal and professional lives separate. In some cases, personal problems can “creep” into their work life, she says. “These are challenging times and you don’t always know what [está sucediendo] behind someone “.

Therefore, managers need to be careful with their tone when conducting these face-to-face encounters. As Borchert points out, every conversation between a manager and his employee should be based on trust. Otherwise, workers may feel uncomfortable raising their concerns.

“You can’t help someone who doesn’t share what’s going on,” he says. “So you’re just guessing what it could be. I guess [se trata de hacer que la gente se sienta cómoda y de que realmente te preguntes cómo van las cosas y cómo puedo hacer que tengas más éxito “.

La pandemia ha impactado especialmente a los millennials, pues el 59% de reportó agotamiento / Imagen:

Más importante aún, los gerentes deberían poder contextualizar las preocupaciones de los empleados. En otras palabras, si un trabajador plantea un problema, un gerente debe ver si refleja un problema más grande que necesita ser abordado. Una forma fácil de determinar esto es buscar patrones en toda la empresa, dice Borchert.

“Un gerente podría estar pensando que este es solo un empleado que ha planteado estas cosas, cuando, de hecho, puede haber temas entre el equipo o entre otras personas de la organización”, dice. “Un gerente tiene la responsabilidad de llevar esos [problemas] Your own manager too. Because of this, there are levels of management with additional expertise that can help address common issues in the organization that need to be addressed more fully. “

Ultimately, a competent manager knows how to empathize.

“I would say that it is necessary to build these relationships [con los empleados] to understand how people are doing, ”says Borchert. “As a manager, it depends on the success of your team, so if you don’t sign up to understand what people are up against, you are wrong.”

Similar Posts