The Whole Employee – How to Boost Employee Engagement and Prevent Burnout workshop facilitated by Dr. Laura Hamill of Limeade. Interested in learning more? Visit www.culturesummit.co

1. HOW TO BUILD A
CULTURE THAT BOOSTS
EMPLOYEE
ENGAGEMENT AND
PREVENTS BURNOUT
Culture Summit 2018

2. 1. Connection between well-being and
employee engagement
2. What burnout is and how it can be
prevented
3. Creating cultures that support well-being
and engagement
LEARNING OBJECTIVES

3. ENGAGEMENT
& WELL-BEING
CONNECTION

4. When employees have
well-being in their lives,
they’re more engaged.
More engaged employees
mean better business
results.

5. WELL-BEING DEFINED

6. When employees feel their
employer cares about their
well-being, they’re
more engaged
(Quantum Workplace & Limeade, 2015)
38%
Employees with strong
well-being are more than
to be engaged in their jobs
(Gallup, 2013)
2x AS
LIKELY
Employees with higher well-being have
higher employee engagement
(Quantum Workplace & Limeade, 2016)
%FAVORABLEON
EMPLOYEEENGAGEMENTITEMS
88%
%
100%
HIGHER
WELL-BEING
LOWER
WELL-BEING
60%
20%
80%
40%
0%
50

7. A deep CONNECTION and sense of
PURPOSE at work that creates extra
ENERGY and COMMITMENT
WHAT IS EMPLOYEE
ENGAGEMENT?

8. IT’S ABOUT ENERGY…

9. WELL-BEING ENGAGEMENT
Physical and emotional ENERGY to be engaged
Coping with and reframing STRESS
Sense of PURPOSE at work
Feeling VALUED AND CARED FOR by my organization

10. Companies with high employee engagement:
ENGAGED WORKFORCES
MEAN BETTER RESULTS
and 40%
more
productive
that of peers
MORE
PROFITABLE
STOCK PRICE
GROWTH
(Aon Hewitt, 2009)
(Hay Group, 2010)
2.5x
78%

11. • Review your work timeline (looking backward)
• When were you the most engaged?
• What were the conditions (climate+culture)?
ENGAGEMENT
ACTIVITY

12. • What did you learn by looking backward?
• What about your current situation makes you engaged?
• How can you ensure you're engaged in your next job?
ENGAGEMENT
ACTIVITY (PAIRS)

13. BURNOUT

14. WHAT IS BURNOUT?
A prolonged exposure to chronic emotional and
interpersonal stressors. It’s defined by:
(Maslach, Schaufeli, & Leiter, 2001)
I’m so tired
I feel depleted
I’m so fed up,
I just don’t care
anymore
I’m not making
a difference
EXHAUSTION CYNICISM INEFFICACY

15. FROM ON FIRE…TO BURNED OUT
• Have to be on fire in order to burn out
• You have to care, you have to be all in, you have to be
engaged, to get to the point of burning out
Burnout happens when you have
high engagement but low well-being

16. BURNOUT
• I have cared so
deeply, for so long,
without a break from
the stress that I have
become depleted
and cynical
I have given everything
to this job
DISENGAGEMENT
• I am past the point
of caring or I have
never cared at all
This is just a job
ENGAGEMENT
• I am energized by
and connected to
this job, so much so
that I get purpose
from it
This is way more
than a job

17. Workplace stress caused additional
expenditures of anywhere from
$125 - $190BILLION
PER YEAR
5%-8%
Representing
(Goh, Pfeffer & Zenios, 2015)
High demands at work was responsible for
$48 BILLION
IN SPENDING
OF NATIONAL
HEALTH CARE SPENDING
BURNOUT IS EXPENSIVE

18. Burnout results in low productivity and high
turnover, especially turnover of your most
committed and talented employees.
THE TRUE COST TO BUSINESS
CAN BE FAR GREATER…

19. PERSONAL
• Lower productivity
• Stress-related health issues
• Increased substance abuse
• Can precipitate anxiety,
depression and decreases in
self-esteem
ORGANIZATIONAL
• Reduced organizational
commitment
• Absenteeism
• Intention to leave
• Actual turnover
BURNOUT LEADS TO…
(Maslach, Schaufeli, & Leiter, 2001)

20. BURNOUT IS CONTAGIOUS…
(Maslach, Schaufeli, & Leiter, 2001;
Burke & Greenglass, 2001)
• Greater personal conflict at work
• Increased work disruption
• ”Spillover” into people’s life outside of work

21. Most companies think of burnout as
a personal issue, when it is really an
organizational one…

22. BURNOUT AS AN ORGANIZATIONAL
ISSUE VS. A PERSONAL ONE
ORGANIZATIONS NEED
TO UNDERSTAND
THEIR ROLES IN CAUSING
AND PREVENTING
BURNOUT
PRIMARY CAUSES OF BURNOUT
• Overload—workload and time pressure
• Role conflict and ambiguity
• Lack of support from managers
• Lack of feedback
• Lack of participation in decision making
• Lack of fairness and equity
• Values disconnect
• ”Broken” psychological contract
(Maslach, Schaufeli, & Leiter, 2001)

23. TRUST
• Lack of manager support breaks psychological
contract
• Trust
– Crucial cultural attribute

24. DEPLETION: HOW
FULL IS YOUR CUP?
• What’s the structure of your cup?
Is it solid? (Personal resources)
Your personal resources like resilience,
optimism, positivity
• What fills it up? (What’s around you)
Purpose through work, feeling valued, social
connection, inclusion
• What empties your cup? (What’s
around you)
Job demands, stress, workload, unfairness, lack
of support from managers/leaders, lack of trust

25. ENGAGEMENT
& STRESS

26. 8%
19%
39%35%
51% 45%
57%
30%
17%
0%
20%
40%
60%
80%
100%
High engagement
(n = 131,179)
Medium engagement
(n = 70,750)
Low engagement
(n = 17,114)
High stress Medium stress Low stress
(Limeade Institute, 2017)
(n=219,043)
Those with high
engagement report the
lowest levels of stress
ENGAGEMENT & STRESS

27. COULD THOSE WHO ARE
ENGAGED BE:
REFRAMING STRESS
or
SUPPORTED BY THEIR
ORGANIZATIONS in ways that
reduce the perception of stress?

28. 8%
19%
39%35%
51% 45%
57%
30%
17%
0%
20%
40%
60%
80%
100%
High engagement
(n = 131,179)
Medium engagement
(n = 70,750)
Low engagement
(n = 17,114)
High stress Medium stress Low stress
ENGAGEMENT & STRESS
Those with high engagement and
high stress may be displaying the
early signs of burnout
(Limeade Institute, 2017)
(n=219,043)

29. A state of mental or emotional strain or tension
resulting from adverse or very demanding
circumstances
What is stressful to one person can be
energizing to another—it is subjective
STRESS

30. 0
1
2
3
4
5
Manageable Stress
& Moderate
Engagement
Low Stress & Low
Engagement
High Stress & Low
Engagement
Low Stress & High
Engagement
High Stress & High
Engagement
STRESS/ENGAGEMENT COMBINATIONS
Organizational
Commitment
Well-Being
Would Recommend as a
Good Place to Work
• Low Stress= score of 1
• High Stress = score of 4 or 5
• Low Engagement = score of 1
• High Engagement = score of 4
AVERAGESCORE AIM FOR LOW STRESS AND
HIGH ENGAGEMENT
(Limeade Institute, 2018)

31. MORE WELL-BEING
MORE ENGAGEMENT

32. BURNOUT PREVENTION -
INDIVIDUALS
1. Find and schedule time for recovery and treating yourself
right
• But remember sometimes recovery time alone is not enough
2. Find projects and people that give you energy
3. Continue developing a well-being mindset: resilience,
positivity, belief in yourself, reframing
4. Seek and re-connect to your purpose
5. Do not underestimate social connection
6. Look for organizational support

33. BURNOUT PREVENTION –
MANAGERS
1. Actively support the well-being of your employees:
• Build in recovery time for employees to restore their “cup” resources
• Have meaningful check-ins with your employees
• Care about them as people
2. Think about your job as being the glue that connects each
employee to the company (and vice versa).
3. Create the conditions for your employees to be engaged:
Remove obstacles, help employees connect to the purpose of
the company and to each other.

34. BURNOUT PREVENTION –
ORGANIZATIONS
1. Authentically commit to and support the well-being of your
employees—care about them as people
• Reduce the stress you are causing your employees, help them build
up their personal resources
• Own up to the organization’s role in burnout and intervene early
2. Re-ignite meaning and purpose
3. Strive for an engaged workforce and actively work to create the
conditions for engagement

35. BURNOUT ACTIVITY
• Your work timeline (looking backward)
• What were the conditions?
• How can you ensure you don’t burn out in the next
jobs you have?
• When were you at the most risk for burnout?

36. WHAT CAN YOU DO?
• Your action plan

37. THE ROLE OF
CULTURE

38. CLIMATE VS.
CULTURE

39. CONDITIONS FOR ENGAGEMENT
CLIMATE
• I like the work that I do and it is
energizing to me
• I’m challenged and learning
• I’m making a difference and have
purpose
• I’m valued, included and treated
fairly
• I’m using my strengths
• I can focus and work with
reasonable levels of stress
• I can have a life outside of work
• The people around me (team and
manager) respect and support
me
• The organization supports me
and cares about me as a person
(Limeade Institute, 2017)
R2 = .78

40. Managers play a critical role in creating
climates that support employee engagement:
(Gallup, 2015 & 2017)
ROLE OF THE MANAGER
Employees who rate their
managers as excellent are
5x MORE
ENGAGED
than those who rate their
managers as poor
Managers account for up to
70%
OF THE
VARIANCE
in employee engagement

41. CONDITIONS FOR ENGAGEMENT
CULTURE
• I like the work that I do and it is
energizing to me
• I’m challenged and learning
• I’m making a difference and have
purpose
• I’m valued, included and treated
fairly
• I’m using my strengths
• I can focus and work with
reasonable levels of stress
• I can have a life outside of work
• The people around me (team and
manager) respect and support
me
• The organization supports me
and cares about me as a person
(Limeade Institute, 2017)
R2 = .78

42. Leaders play a critical role in creating cultures
that support employee engagement:
(Gallup, 2015 & 2017)
ROLE OF THE LEADER

43. KEY TAKEAWAYS
• Well-being and engagement are connected
• Engaged employees tend to report low levels of stress
• In order to burnout, you have to have been “on fire”
• We often lose our most committed employees to burnout
• Burnout is typically caused by organizational issues, but manifests
itself so differently so we tend to think of it as an individual problem
• Employees can also learn ways to manage and reframe stress
• Organizations have a responsibility to intervene to prevent burnout
• Traditional approaches to employee engagement need to evolve to
incorporate well-being and more of a focus on taking action

44. THANK YOU!