Stress Busters: How to Reduce Office Burnout

Set Clear Work Guidelines 

“Ambiguity when it comes to job expectations can create stress,” says Snipes. This can be avoided by describing the parameters of each position in easily grasped words. Focus on outcomes rather than micromanaging processes. 

People also need context. How do their assigned tasks fit into the larger firm picture? What happens to the results of their labor at the next step in the production process?  

“Managers also need to be clear about each employee’s career path,” says Snipes. “Setting realistic goals will avoid situations where people have inflated ideas of their future at the firm.” 

Bonus tip: Ask employees if anything is unclear about their job performance parameters.  

Give Regular Feedback 

How is Deborah doing? Has she met or exceeded her job requirements? “Managers need to give people assurance that they’re doing a good job,” says Goruk. “Constructive feedback will help people feel better about themselves and the work that they’re doing.” Clear communication about sub-par performance is also essential.  

Bonus tip: Rather than rely on annual performance evaluations, regularly praise employees on their achievements and point out any areas where they can improve. 

Eliminate Silos 

Too often, teams separate themselves from their coworkers by building walls around their private fiefdoms. “Workplace silos can lead to unproductive competition that creates stress,” says Goruk. Silos can be discouraged by a workplace culture that encourages social interaction and collaboration. Social events, outings and team-building activities can also help. 

Bonus tip: Managers should go on record as denigrating silos and should communicate firm goals that can be shared by every department. 

Introduce Workplace Flexibility 

“Flexibility is one of today’s most requested workplace benefits,” says Mull. “Unfortunately, most of the conversation around flexibility gets relegated to the possibility of working from home, but that’s really just one kind of flexibility. Flexibility is really about giving employees input into some aspect of when, where and how they work.” 

Managers might give employees some influence over their start or end times, the lengths of their shifts, the days that they work, with whom they work or how they execute their work product.  

Bonus tip: Run pulse surveys that ask employees what kind of flexibility will make them more productive. 

Provide Helpful Resources 

A firm can provide resources for employees experiencing stress. These might include employee assistance programs, workplace accommodations or dedicated break rooms. It can also be useful for employers to offer — and encourage the use of — gym memberships, yoga classes, wellness workshops and discussion groups. 

Bonus tip: Management can encourage the formation of Employee Resource Groups (ERGs), where people with shared identities, interests or backgrounds can find emotional support.  

Management Buy-In 

An effective stress reduction program requires buy-in from top management. For managers and employees alike, the creation of a productive work environment requires the reduction of stressors in both the business and domestic spheres. “We’re all trying to be whole healthy human beings,” says Samantha Edu, a workplace wellness consultant. “Creating healthy work environments means creating healthy homes and healthy children and healthy marriages and relationships. It all goes around in a cycle.”