ABSTRACT
Government regulations mandate workplace standards, with employers and organisations being obliged to operate to legislative requirements for a safe workplace, including minimising their employees’ exposure to work-related factors that can increase the risk of stress. A proactive management will plan for and prevent health and safety issues, and set them in a bidirectional framework that involves staff. But identifying and preventing psychological stressors is more complicated. The workplace should make it clear in words and actions that ‘living a whole life’ is critical for the long-term success of both the employee and the business. Burnout in an organisation represents a huge cost. Symptoms often develop slowly and unnoticeably. Burnout rates are lower in organisations with equity, effective leadership and flexibility, and that foster staff development, conflict resolution and meaningful work. Health and wellbeing programs can reduce the risk of employees resigning, taking time off or performing poorly due to stress. Although signs of burnout may be difficult to recognise, early assistance can return an employee to full functioning. An employee usually benefits from a conversation with a sympathetic manager who acknowledges their signs of strain, checks how they feel they might best be helped and who schedules in supportive follow-up.
