Teaming up together, Leiter, Maslach, and David Whiteside, the director of insights and research at YMCA WorkWell, and I created a survey that analyzes the state of burnout and well-being during Covid-19. We combined several evidence-based scales, including the Maslach Burnout Inventory General Survey (MBI-GS), a psychological assessment of occupational burnout, and the Areas of Worklife Survey (AWS), which assesses employees’ perceptions of work-setting qualities that affect whether they experience engagement or burnout.
Moss discusses how organisational issues are often put on individuals to resolve. In response, she provides a number of ‘upstream interventions’ for moving forward. These include more flexible working conditions associated with working from home, reviewing the need to meetings, being empathetic and checking in on people’s well-being.
- Ask, Is this meeting necessary?
- If yes, then ask:
- Does it have to be a video call?
- Does it have to be longer than 30 minutes?
- Which attendees are absolutely essential?
- Can we turn off our cameras and use our photos or avatars instead?
- Can we do an audio-only conference call for a much-needed screen break?
- Start meetings with a check-in: How are people feeling? Does anyone have a back-to-back call? If you’re leading the meeting, set a timer so you can let anyone who does have one jump off five to 10 minutes early.
I wonder if the pandemic, rather than changing everything, has merely amplified what is already in place? As the organisation I work for considers bringing everyone back, it feels like some of the elephants in the office have simply gotten bigger.