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Employee Adaptive DisplacementA New Condition Joining Workplace Depression and Career Burnout as A Factor Impacting Employee Productivity
Tony Deblauwe, HR4ChangeFebruary 6, 2012
• Impact of Workplace Depression and Job Burnout
• What Employee Adaptive
Displacement is and How it Fits
• Suggested Intervention Practices
TODAY’SDISCUSSION
Background
70% of employees say “you have to work late and work overtime to get ahead.” -Randstad Corporation
$23 billion in lost workdays every year. - National Institutes of Mental Health
US workers average 1,800 hours on the job a year: 350 hours more than the Germans and slightly more than the Japanese-International Labor Office
39% of employees feel senior management does not exhibit attitudes and behaviors that reflect they care about the wellbeing of their employees.-Towers Watson
72% of US workers are not engaged in their work. Defined as essentially sleep walking throughout their day. -Gallup
Can I manage everything?
JOB DEMANDS MOTIVATION
Workplace Depression:
An illness that psychologically and physically affects the way a person functions at work both in personal performance and in relationships. People with a depressive disease cannot merely "pull themselves together" and get better.
Job Burnout:
A condition characterized by exhaustion, cynicism, and reduced performance in daily work. People experiencing burnout feel depleted emotionally and exhibit a general indifference to tasks and people with low expectations about job satisfaction.
Comparing Depression and Burnout
Employee Adaptive Displacement (EAD):
A term referring to a condition where an employee appears engaged but is experiencing vagueness in his or her role and purpose leading to a distinct drop in overall productivity.
In essence, the worker experiencing EAD is “drifting” through the work day rather than being fully engaged. The worker is “present” (adapts) yet not actively “there” (displaced) in terms of mental and physical awareness and satisfaction related to the job and/or overall of sense of career.
What is Employee Adaptive Displacement?
What’s the trigger?
Level ofPerceived
Stress
WorkloadJob conditionsRole conflict Career growth InterpersonalPerformance
Work Environment
PerceptionsPast experiencesSocial support Individuality
Employee
Why bother? Can’t change
It’s my problem. Nobody cares
OR
Depression Burnout
Employee Adaptive
Displacement
“Drifting”
Depression BurnoutEmployee Adaptive
Displacement
• Changing moods• Unhappiness• Weight loss• Fearfulness-Worry• Sleep problems • Guilt feelings• Obsessive thoughts• Indecisiveness
• Anger or withdrawal• No pleasure from job• No weight symptoms• No fearfulness• Sleep problems (milder) • Increased task mistakes• Brooding; feeling stuck• Work itself viewed as cause
• Low engagement• Some quality issues• Mechanical (“drifting”)• Fewer interactions• Fatigue (just tired)• Sense of searching• Slower immediacy• Moderate vitality
Comparing Symptoms
Why?
What’s wrong?
Not sure
What do you mean?Nothing
I’m fine
I don’t know
Is it obvious?
Not the same conversation
Focus on context
Start with casual conversation (Get the person talking):
• Update me on any recent changes to your organization
• Has your workload increased as a result of XYZ?
• Would it be safe to say you feel a little off your game?
• Do you feel like something is not right but not sure what it is?
• When was the last time you thought about career growth or change?
Coach Manager
Addressing Employee Adaptive Displacement
• Just-in-time feedback• Job analysis• Alter work arrangements
• Inventories/Assessments• Organizational review• Professional referral
Employee• Set priorities• Review core strengths• Respect limits
All Interconnected
Ways to Measure
Organization Metrics• # of employees to projected project hours (ie
estimation)• # of promotions in a 3 year period• # of incremental to backfill hires• Attrition with exit data• Engagement Index (Key Categories)• Demographics (age/gender by role and tenure)• Organizational change (based on # of org
realignments, layoffs, key leaderships changes)
Data Collection• Organizational Risk Assessment• Interviews (all levels of organization)• Review goals and purpose of current
employee practices, policies and programs
• All existing assessment data (engagement, diversity, etc)
• Individual assessments and feedback
Root causes
EAD Success Model: What It Comes Down To
Good Organizational Design
Engagement drivers
Wellness Awareness
Twist of
- © Creative Wellness Solutions
59% of engaged employees say that their job brings out their most creative ideas against only 3% of disengaged employees. -Gallup
66% of managers who reported that they were motivated at work also claimed high productivity levels.-Chartered Management Institute
Companies with a highly engaged workforce improved operating income by 19.2% over a period of 12 months;
Companies with low engagement scores saw operating income decline by 32.7% over the same period. -Towers Watson
We know where most of the creativity, the innovation, the stuff that drives productivity lies - in the minds of those closest to the work.-Jack Welch, Former CEO General Electric
• Continue research review and general discussion to validate EAD
• Discuss ways to clearly differentiate EAD from other conditions
• Develop instrument, measure(s) and test
Tony’s
QUESTIONS?
COMMENTS?
Depression Inventories:Beck Depression Inventoryhttp://bit.ly/uJGE4S
Goldberg Depression Inventoryhttp://bit.ly/xdwnXJ
Burnout Inventories:Maslack Burnout Inventory (MBI):http://bit.ly/hAIgWO
Oldenburg Burnout Inventory (OLBI):http://bit.ly/zDnJcMhttp://web2.bma.org.uk/burnoutquestionnaire
Job/Wellness/Engagement Inventories:CDC Wellness Matrix:http://1.usa.gov/wjXKRB
Creative Wellness Solutions- Wellness Matrixhttp://bit.ly/yoTyMZ
List of common tools:http://bit.ly/yRyQNc
Sample satisfaction survey (from no-sugar-coach):http://bit.ly/yd8nEJ
Sample wellness survey (from recovercises for wellness):http://bit.ly/zg5AR0
APPENDIX – HELPFUL MATERIAL
Employee Adaptive Displacement Discussion Paperhttp://bit.ly/xqKb3m
