Jobs and tasks are now more demanding and challenging than before. Also changes are more intense and rapid. Additionally to this people feel they are in constant hurry and increased uncertainty. No wonder coping at work has become even more important! And coping is not only lack of symptoms of burnout or work stress. It is also not reasonable to describe people’s wellbeing unilaterally from the problem-oriented point of view. Measuring the lack of “badness” doesn’t often lead into actions that increases “goodness”. Thus looking from the flip side of the issue – the employee engagement – is the way towards success.
Burnout in few words
To make the vocabulary clear, some words from the “dark side”. Burnout’s origins are in the interaction between work environment and individual. The needs and requirements and the person’s requirements are often imbalanced. It often means that the person’s expectations and available opportunities are also lopsided. Typical to burnout are excessive workload, low opportunities of influence, insufficient rewards, lacking the community and justice and conflicting values.
Ok, what about Employee Engagement?
Employee engagement is a state which is general, permanent, positive and affective-motivational. It’s typical qualities are energy, dedication and immersion. Employee engagement doesn’t focus on single point, event, person or act. One can say that employee engagement is enjoying, loving and being proud of the work! People engaged to their job wants to invest in it more, they are persistent and eager to push it even when facing obstacles. They feel their work meaningful and even inspire themselves in challenging situations. So instead of cynicism where temporary experiences of high one feels like being in a constant flow!
How can employee engagement be increased within an organisation? One way is to offer them more autonomy so that they seek for meaningful challenges that stretch themselves the right amount at the right time. As Ayala Pines has said:
“To be able to burn out, person must first be in fire.”
It is possible to feel stress and exhaustion without the lacking of autonomy. But I’d like to agree with professor Pines that burnout requires the phase of being engaged. Challenge is to keep the flame of engagement burning at a sustainable pace.
Also certainty in matching expectations and opportunities facilitates the feeling of employee engagement. Constant constructive feedback empowers one to improving oneself. This enables the positive and dedicated state which is the cornerstone of employee engagement. Combining work and personal life gives inspiration and energy.
This all is very interesting… but what next?
So, it is clear that we would like our colleagues and employees to feel engagement to their jobs. Studies states that it’ll lead to higher productivity and increased profitability.
Giving software artisans and craftspersons the means to reach mastery, purpose and autonomy is way to make us motivated
. Daniel Pink elaborates this in his TED talk
and RSA Animation
. Agile teams with enough autonomy tends to seek the purpose (common goal) and develop mastery (ways of working) in their journey
But solely bolstering teams in the expense of the individual needs does no quite cut it. Yes, the team is the main unit in agile development, but some attention should give to personal expectations, needs and motivations. Good coaches do this to enable the personal engagement.
So, don’t focus on only removing the things causing burnout. Strengthen things that makes people feel more engagement to their jobs.