Back From Burnout

By Lynne Derman

A personal story of recovery from burnout. Written in a frank and sincere manner, Lynne describes her personal experience in six short chapters. At the end of each chapter the health professional involved provides a description of what was happening at the time and how their specific intervention supported her journey.This information is supplemented with a description of burnout and an analysis of what causes the condition. Lynne relates her own symptoms to these frameworks.

• Language: English
• Publisher: Lynne Derman
• Release date: May 31, 2020
• ISBN: 9780463021675

Lynne Derman

Lynne Derman is the founding member of Goldfish Consulting, with offices in Johannesburg and Cape Town. A highly respected executive, with global experience, Lynne has devoted over 30 years in the Human Resources field.She brings an inspiring approach to the world of work, focusing on energy and how individual, physical, mental and emotional states affect those around us, and how we are affected by others. She believes that our teams and organisations are created by each individual - intentionally or not. This means that each individual can choose to create healthier, inspiring and more productive environments.Her insight comes from years of work in the HR field, coupled with an academic career which culminated in a Ph.D, in Leadership, Performance and Change, conferred on her in 2008 by the University of Johannesburg. The topic of her thesis is: Organisational Energy and Individual Wellbeing.

Book preview

Back from Burnout

Recovery is Possible

A personal story of recovery from burnout. Written in a frank and sincere manner, Lynne describes her personal experience in six short chapters. At the end of each chapter the health professional involved provides a description of what was happening at the time and how their specific intervention supported her journey.

Published by Lynne Derman (Ph.D) at Smashwords

Copyright 2020 Lynne Derman

Smashwords Edition, License Notes

This ebook is licensed for your personal enjoyment only. This ebook may not be re-sold or given away to other people. If you would like to share this book with another person, please purchase an additional copy for each recipient. If you’re reading this book and did not purchase it, or it was not purchased for your use only, then please return to your favorite ebook retailer and purchase your own copy. Thank you for respecting the hard work of this author.

Table of Contents

Introduction

Chapter 1 The experience of burnout

Chapter 2 Getting help

Chapter 3 A brainwave reading

Chapter 4 Mindfulness

Chapter 5 Emotional Freedom Technique

Chapter 6 What causes burnout

References and Acknowledgements

About the author

Introduction

Employee burnout the biggest challenge: HR leaders

Employee Burnout will impact retention more than ever, say HR leaders.

A study conducted by Kronos Incorporated and Future Workplace in the United States of America found that nearly 95% of HR leaders consider employee burnout to be the biggest threat to an engaged and productive workforce in 2017, and also admit that there is no solution to the challenge in the foreseeable future.

A survey conducted as a part of the study, questioned over 600 HR leaders across the nation, from organisations with 100 to 2,500+ employees, about how burnout drives turnover, causes of burning out, and ways to reach a solution. The following are the highlights of the study:

46% of the HR leaders admitted that employee burnout was responsible for 20-50% of their annual workforce turnover. Nearly 10% said that employee burnout was causing more than 50% of their turnover.

Employee burnout seems to impact larger organisations more than smaller ones, as one in five HR leaders at smaller organisations (100-500 employees) named burnout as a cause of 10% or less of their turnover, whereas 15% of the HR leaders at big organisations (2,500+ employees) considered the same causing 50% or more turnover.

The top three factors that caused burnout among employees were unfair compensation (41%), unreasonable workload (32%) and too much overtime (32%).