Käytämme evästeitä tarjotaksemme paremman käyttökokemuksen ja henkilökohtaista palvelua. Suostumalla evästeiden käyttöön voimme kehittää entistä parempaa palvelua ja tarjota sinulle kiinnostavaa sisältöä. Sinulla on hallinta evästeasetuksistasi, ja voit muuttaa niitä milloin tahansa. Lue lisää evästeistämme.
Burnout is not solved easily, it requires long-term leadership, an open culture that fosters dialogue and where everyone takes responsibility for their actions,” says Sari Vainikkala, Head of Employee Wellbeing, People & Culture at ISS.
ISS Palvelut is a company with approximately 7,400 employees that provides services to various industries, from cleaning to property maintenance and from restaurant services to security.
“Musculoskeletal disorders are the most common cause of sickness absences among our employees, but we have also taken a systematic approach to mental well-being,” says Sari Vainikkala, Head of Employee Wellbeing, People & Culture.
Vainikkala shares good practices for supporting employees wellbeing at companies.
1. Include wellbeing at work in the strategy. Wellbeing at work is part of all operations, and its importance is recognised by the management and at all levels of the organisation. Wellbeing at work has been a strategic theme at ISS for over 15 years.
2. Combine wellbeing with productivity. Wellbeing at work must be seen as important as business results. A healthy, wellbeing employee is motivated and efficient.
3. Use your own data and tools. Employers should develop a system for monitoring work ability-related phenomena, such as sickness absences and occupational health information.
4. Talk about mental health. Open discussion removes stigma. It is important to create an atmosphere for the workplace in which people feel safe to talk about their mental stress before the situation escalates.
5. Train supervisors to recognise signs of burnout. Supervisors should be provided with concrete tools and instructions.
6. Speak up an intervene early. The mental health model that was developed in 2020 provides a path to early support, emphasising a proactive approach instead of a reactive one.
7. Pay attention to compatibility between the work and the employee. Employers should know the limits of their employees’ coping and competence.
8. Support rehabilitation but demand responsibility. The employer can offer help and the setting for the rehabilitation, but ultimately the employee is responsible for using the support and acting for their own work ability.
9. Make good working life visible. ISS has been awarded the Hyvän mielen työpaikka (Mental Health Friendly Workplace) award by MIELI for five consecutive years. This recognition challenges us to continuous development.
10. Remember: the workplace cannot fix everything. Many people come to work already stressed. The workplace cannot solve all life situations, but it can provide support at the right time.
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Kommentit (1)
I’m craving to see employers take responsibility for excessive workloads specifically. I see a pattern of high workloads forcing employees down one of two paths, depending on their nature, values, and skills. Route 1: burnout. This is the result for employees who are highly committed and highly competent at their work, but lack the skills or boundaries to prevent burnout on their own. Route 2: lower standards. This is the result for those who aren’t very committed or competent to begin with, so there is less of a mismatch between what they believe is good output and what they are capable of. But it’s also the output for those who are highly competent and may have once been committed, but also have the boundaries and skill to avoid burnout by disengaging before burnout forces them to disengage.
I’m an American expat in the Helsinki area working for a Finnish company. I bring poor habits of overworking from my American culture, and I am grateful to try and adapt to Finlands more balanced lifestyle. But I am finding that not over-working – accepting unfinished tasks and lower quality work in order to maintain boundaries – is still leading to the same feelings of burnout. I don’t feel like a personal failure over this, but I find it exhausting all the same.
And I do prefer to focus on the things that are in my control- which does not include getting my employer to ask less of me and my colleagues. So I appreciate advice about taking breaks, having hobbies, enforcing boundaries, etc., but I think it’s a shame that I NEVER see articles discussing workload as a root cause of burnout.