Never look at the burn-out tsunami te stelpen. Also onderzoek van Securex en de KU Leuven laat zien hoe sinds de pandemic steeds meer werknemers onderuitgaan. One aspect of this is a little thought and there are ‘role conflicts’. ‘Beware of what you’ve been told is a separate shadow or something from opbranden.’
There is a risk of working in Belgium that there is a risk of burn-out, it has been done from every quarter in the period 2018-2019 to almost every year, so toont it onderzoek door Securex same with de KU Leuven.
Logically, four of us want to note that the risk of burn-out has increased, because of the corona virus. Are the komst van ‘het virus’ works like meer en valt ons work ons emotions zwaarder. We are very afraid of one’s works and lose their balance between works in private and are not good.
Vooral de ’emotionele workbelasting’ is taken. “That’s about emotioneel zwaar werk, so als dat van verplegers”, says Heidi Verlinden, research project manager at Securex. “Naturally heft corona daar an impact. Maar je zeet het also elders. When it comes to more finances, medical or practical problems related to the pandemic, you can worry about the future risks. Daarnaast gaat emotional work belasting over collega’s of oversten that ever negatief aanpakken, intimate, burdensome.”
Professor arbeidsgeneeskunde Lode Godderis (KU Leuven-IDEWE) says eveneens hoe de emotionale workbelasting stijgt, maar not alleen in de zorg en not alleen by corona. “He is also an association with the hoe wij nu leven en met elkaar omgaan”, says hij. “We’ve gotten the door to e-commerce so we’ve gotten that al our iron has been sold directly, that we’ve gotten enormously veeleisend for the future. That’s easy to say within the factory and put emotion into it.”
Also het a number of works that have been booked so that the high work pressure rises, from 27 percent for the corona virus to 32 percent and 2021. A recent study by the SERV becijferde data that a high work pressure has been made that it is now clear that the sea can be lifted at the beginning of the year lop.
Telewerk is responsible for that. “Doordat je online de ene na de other meeting can houden, en iedereen online hyperefficiënt is omdat he geen small pauzes zijn, we raise we de tijd niet meer om new information te verwerken and om ons voor te bereiden op wat komt. Daardoor zit ons hoofd veel te vol,” says Godderis.
Het vijfde element in the cocktail the burn-out can veroorzaken bleef volgens het onderzoek voor Securex stabiel, maar is het bekend until het brede publiek en bij oversten: role conflicts.
“Suppose that there is a situation where there is a risk of one other door being closed first,” Verlinden says. “Often a package taken may come to a new colleague, which means that it is overneemt that it is discussed. Then you’re in a role conflict.”
Rolconflicten gaan dus over chaos en onvoorspelbaarheid over what you want to do. “Ook dat zuipt energie, want dan ben je aan het proberen te beminder hoe je dit kan oplossen. It is a fact that mee aan de oorzaak ligt van burn-out”, says Verlinden.
This is confirmed by Frank Vander Sijpe, directeur hr-onderzoek at Securex. “Vandaag works de most bedrijven niet meer met vaste functieomschrijvingen, en is de context waarin we works, also door de digitisering, steeds onvoorspelbaarder en volatieler”, says hij. “When you have to deal with two miserable things that happen to other things, of course you don’t see what you’re doing now, it can be extremely stressful. There was still little reckoning about me housing on the factory floor.”
Maar volgens Godderis he would also like to have a prayer for the role conflicts, the corona op de ‘thuiswerkvloer’ heeft veroorzaakt. “Ook with the telewerken zijn we all sorts of rolls gaan combineren the niet te combineren zijn, and also dat put uit. Vergaderen met je kind op de schoot is het ultieme vorbeeld.”
Op de vraag what he wants to do, Verlinden shows that preventive and regular mental check-ups will help, parallel to the physical check-ups that are organized every day. Vander Sype roept werknemers op om gedisciplineerder rustmomenten in te bouwen en “never bang te zijn om van job te veranderen wanneer de huidige je blijft overbevragen”.
Godderis names three work points. “Ten first is burn-out prevention nog te zeer gericht op het individu. We want to set the sights on the work context. Then bijvoorbeeld problems with role conflicts can come in beeld. Ten two is he by telewerk in digitizing Nauwelijks nog places for small talk, waiting in warm human interaction. That’s nefast. Werkgevers can produce that hopelijk. Ten derde zijn zowel werknemers than werkgevers niet goed in aangeven wat ze van elkaar guarded. That’s really a little expensive. Men schiet pas in actie wanneer het te laat is en yemand onderuitgaat. Sea talked about what you watched from the Elkaar is de boodschap, also om the rolconflicten te avoided.”
Maar je baas verbeterpunten aanreiken is not evident. There should be more worries about ‘psychological vulnerability’, says Verlinden. “All those people want to know that these consequences can be said about conflicts and other frustrations that they can change. You have to worry about the suffering that comes with it. That can be done with a single rule of thumb, the structure offers and people also have autonomy. Het good new is that ever dat deels art aanleren. (laughs)”