Interpretation of results and recommendations

INTERPRETATION OF RESULTS AND
RECOMMENDATIONS FOR WHAT TO DO

What is burnout?

According to the World Health Organization (WHO), burnout is a “syndrome conceptualized as resulting from chronic workplace stress that has not been successfully managed.” Burnout refers specifically to phenomena in the occupational context and should not be applied to describe experiences in other areas of life.

Burnout is a mental disorder that is characterized by severe mental exhaustion among those who cannot cope without the help or assistance of others. It has an energetic and motivational component reflected by no longer being able to work and no longer wanting to spend effort at work.

Burnout is caused by an imbalance between high job demands (role conflict, interpersonal conflict, harassment etc.) and insufficient job resources (team atmosphere, role clarity, person-job fit etc.) Problems outside of work and/or personal vulnerability may facilitate the development of burnout.

Burnout can be broken down into four dimensions:

Utmattning refers to a severe loss of energy that causes physical and mental fatigue. Manifestations are a lack of energy to start a new job, feeling completely exhausted after a working day, a feeling of fatigue that comes on quickly even with minimal effort at work, and the inability to rest after work.

Mental distancing manifests as psychological distancing from work due to strong reluctance. Manifestations include avoidance of contact with others, indifference and lack of enthusiasm for the work. Mental distancing acts as a protective mechanism to prevent the individual from spending additional energy and thus increasing exhaustion.

Emotional impairment refers to deterioration in emotional well-being that is indicated by easily getting upset, overreacting, difficulty controlling emotional reactions, and feeling overwhelmed by one’s emotions. Emotional impairment comes from the lack of energy.

Cognitive impairment refers to impaired memory and attention/concentration disorders, difficulty in thinking clearly and learning new things at work, and poor working memory, i.e. remembering and managing several things at the same time. Cognitive impairment also comes from the lack of energy.

Burnout can be understood as follows. Because one feels extreme EXHAUSTION the functional capacity for regulating EMOTIONAL and COGNITIVE processes is impaired. By way of self-protection MENTAL DISTANCING occurs. Mental distancing leads to a lack of work motivation and job performance which increases stress and EXHAUSTION and the circle repeats.

Why should I as an employee or an organization care about burnout risk?

ORGANIZATIONAL OUTCOMES

High stress and burnout risk damage organizational outcomes. The following organizational outcomes are statistically correlated with burnout.

ALL FOUR burnout dimensions correlate with the following organizational outcome.

EMPLOYEE TURNOVER INTENTION – The employee is planning to change jobs in the next year.

For example, a person experiencing a high risk of burnout is more likely to change jobs within a year than a person with healthier stress levels.

EXHAUSTION, MENTAL DISTANCING and EMOTIONAL IMPAIRMENT have additionally statistically relevant negative correlations with:

JOB SATISFACTION – The employee is satisfied with the current job. The higher the burnout score is, the less satisfied the person is.

For example, a person experiencing a high risk of burnout is not satisfied with the job.

EMOTIONAL IMPAIRMENT and COGNITIVE IMPAIRMENT have additionally statistically relevant negative correlations with:

IN-ROLE PERFORMANCE – The job performance of the employee meets the job requirements. The higher the burnout score is, the worse the performance results are.

For example, a person experiencing a high risk of burnout does not perform well on the job.

Long-lasting negative consequences

Separate studies from the Netherlands and Sweden have found that cognitive functions like speed, attention and memory of a person who burned out are still not normal after 3 years from the time they first sought help.

So cognitive impairment is not only part of the burnout syndrome but also lasts for a very long time, even after other burnout symptoms have diminished.

What do my results mean?

Traffic light (no risk, at risk, very high risk of burnout)

Clinical cut-off values compare your results with the patients who, according to trained professionals, suffer from severe burnout complaints. This indicates if your score is “problematic”.

– Green
A green result indicates no risk of burnout at this moment. You might experience stressful periods but you receive enough recovery in between those stressful times which is good.

Please note though that the green result does not mean that you have no risk of burnout for the rest of your life. It indicates no risk of burnout at this moment. We still recommend you test regularly (every fourth month) to keep track of your stress and risk of burnout.

– Yellow
A yellow result indicates that you have experienced high stress during a longer period with insufficient recovery. You have a good chance of turning this around if you slow down and prioritize recovery. Without making any changes you may end up in the red area (very high risk of burnout).

– Red
A red result indicates a very high risk of burnout. This needs to be taken seriously.

You have probably been exposed to chronic, high stress during a long period. You need to make changes in your life/at your work to prevent burnout.

Statistical norms, comparison with the average employee

Statistical norms (total score and score for each dimension) tell how you are doing compared to an average person. Statistical norms use a representative sample of the Dutch and Flemish workforce. Classification was made into four categories: “low”, “average”, “high”, and “very high” regarding the standard measurement error and the distribution of the scores.

Distribution of the scores:
Low: 0% to 25%
Average: 25% to 75%
High: 75% to 95%
Very high: 95% to 100%

What causes my risk of burnout?

As stated before, burnout is caused by an imbalance between high job demands (role conflict, interpersonal conflict, harassment etc.), insufficient job resources (team atmosphere, role clarity, person-job fit etc.) and personal vulnerability. There is a statistical correlation between burnout, job demands, personality traits and job resources.

If you scored high on any of the four burnout dimensions then the following reasons might have to do with it. Each dimension has overlapping and more individual aspects to them.

In the following text we cover each burnout dimension and what can cause a high score in this dimension.

DIMENSION 1: EXHAUSTION

Job demands

Job demands are the biggest reason for stress and burnout.

Note: Job demands that are traditionally associated with burnout like quantitative demands (work overload) and emotional job demands (appearing cheerful while hiding your own emotions) are not as strongly correlated with burnout as the following examples.

ROLE CONFLICT – Conflicting requirements prevent the employee from properly fulfilling his or her work role.

For example, two of your superiors ask you to do a task, and both cannot be accomplished at the same time.

INTERPERSONAL CONFLICT – Work-related or personal conflicts with other people at work.

For example, you have a disagreement with your colleague and you let the conflict escalate, it becomes chronic and is permanently unresolved.

WORK-LIFE CONFLICT – Employee is having trouble combining work and private life. Conflict is not “caused” by problems outside of work, rather work problems interrupting private life.

For example, work overload or interpersonal conflict at work has a negative impact on your personal life.

Personality traits

Your personality type can make you more prone to stress and burnout.

OPTIMISM – This personality trait has a negative correlation with burnout. The less optimistic a person is, the higher the burnout score.
NEUROTICISM – This personality trait has a positive correlation with burnout. The more neurotic (less emotionally stable) a person is, the higher the burnout score.

Job resources

In addition to job demands and personality traits, there are also job resources that play a part in burnout and stress levels.

TEAM ATMOSPHERE – There is a pleasant atmosphere in the team and the employee feels at ease. This has a negative correlation with burnout. The lower the team atmosphere is, the higher the burnout score.

For example, you don’t have a positive relationship with your team members and there is a lack of trust, cooperation, safety and support.

ROLE CLARITY – The tasks to be performed are clearly defined and the expectations and responsibilities for the employee are clear. This has a negative correlation with burnout. The lower the role clarity is, the higher the burnout score.

For example, you don’t understand specifically what is expected of you in your job. You don’t know what tasks you’re supposed to accomplish, what your specific goals are, how your work impacts the larger goals of the business, and how your work will be evaluated and measured.

DIMENSION 2: MENTAL DISTANCING

Job demands

Job demands are the biggest reason for stress and burnout.

Note: Job demands like quantitative demands (work overload) and emotional job demands (appearing cheerful while hiding your own emotions) that are traditionally associated with burnout are not as strongly correlated with burnout as the following examples.

INTERPERSONAL CONFLICT – Work-related or personal conflicts with other people at work.

For example, you have a disagreement with your colleague and you let the conflict escalate, it becomes chronic and is permanently unresolved.

ROLE CONFLICT – Conflicting requirements prevent the employee from properly fulfilling his or her work role.

For example, two of your superiors ask you to do a task, and both cannot be accomplished at the same time.

WORK-LIFE CONFLICT – Employee is having trouble combining work and private life. Conflict is not “caused” by problems outside of work, rather work problems interrupting private life.

For example, work overload or interpersonal conflict at work has a negative impact on your personal life.

Personality traits

Your personality type can make you more prone to stress and burnout.

OPTIMISM – This personality trait has a negative correlation with burnout. The less optimistic a person is, the higher the burnout score.

Job resources

In addition to job demands and personality traits, there are also job resources that play a part in burnout and stress levels.

TEAM ATMOSPHERE – There is a pleasant atmosphere in the team and the employee feels at ease. This has a negative correlation with burnout. The lower the team atmosphere is, the higher the burnout score.

For example, you don’t have a positive relationship with your team members and there is a lack of trust, cooperation, safety and support.

ROLE CLARITY – The tasks to be performed are clearly defined and the expectations and responsibilities for the employee are clear. This has a negative correlation with burnout. The lower the role clarity is, the higher the burnout score.

PERSON-JOB FIT – The current job fits with what the employee can do and wants to do. This has a negative correlation with burnout. The lower the person-job fit is, the higher the burnout score.

For example, your professional skills and abilities don’t match what your job role expects from you. Additionally, your job is not interesting to you and you don’t want to do it.

DIMENSION 3: EMOTIONAL IMPAIRMENT

Job demands

Job demands are the biggest reason for stress and burnout.

INTERPERSONAL CONFLICT – Work-related or personal conflicts with other people at work.

For example, you have a disagreement with your colleague and you let the conflict escalate, it becomes chronic and is permanently unresolved.

ROLE CONFLICT – Conflicting requirements prevent the employee from properly fulfilling his or her work role.

For example, two of your superiors ask you to do a task, and both cannot be accomplished at the same time.

WORK-LIFE CONFLICT – Employee is having trouble combining work and private life. Conflict is not “caused” by problems outside of work, rather work problems interrupting private life.

For example, work overload or interpersonal conflict at work has a negative impact on your personal life.

HARASSMENT – Employee has experienced socially undesirable behaviour towards them in the past 12 months.

For example, you experience threats, violence, bullying, intimidation, discrimination or unwanted sexual attention at work.

Personality traits

Your personality type can make you more prone to stress and burnout.

NEUROTICISM – This personality trait has a positive correlation with burnout. The more neurotic (less emotionally stable) a person is, the higher the burnout score.

OPTIMISM – This personality trait has a negative correlation with burnout. The less optimistic a person is, the higher the burnout score.

Job resources

In addition to job demands and personality traits, there are also job resources that play a part in burnout and stress levels.

TEAM ATMOSPHERE – There is a pleasant atmosphere in the team and the employee feels at ease. This has a negative correlation with burnout. The lower the team atmosphere is, the higher the burnout score.

For example, you don’t have a positive relationship with your team members and there is a lack of trust, cooperation, safety and support.

ROLE CLARITY – The tasks to be performed are clearly defined and the expectations and responsibilities for the employee are clear. This has a negative correlation with burnout. The lower the role clarity is, the higher the burnout score.

DIMENSION 4: COGNITIVE IMPAIRMENT

Job demands

Job demands are the biggest reason for stress and burnout.

INTERPERSONAL CONFLICT – Work-related or personal conflicts with other people at work.

For example, you have a disagreement with your colleague and you let the conflict escalate, it becomes chronic and is permanently unresolved.

ROLE CONFLICT – Conflicting requirements prevent the employee from properly fulfilling his or her work role.

For example, two of your superiors ask you to do a task, and both cannot be accomplished at the same time.

WORK-LIFE CONFLICT – Employee is having trouble combining work and private life. Conflict is not “caused” by problems outside of work, rather work problems interrupting private life.

For example, work overload or interpersonal conflict at work has a negative impact on your personal life.

HARASSMENT – Employee has experienced socially undesirable behaviour towards them in the past 12 months.

For example, you have experienced threats, violence, bullying, intimidation, discrimination or unwanted sexual attention at work.

Job resources

Additionally, to job demands, there are also job resources that play a part in burnout and stress levels.

TEAM ATMOSPHERE – There is a pleasant atmosphere in the team and the employee feels at ease. This has a negative correlation with burnout. The lower the team atmosphere is, the higher the burnout score.

For example, you don’t have a positive relationship with your team members and there is a lack of trust, cooperation, safety and support.

ROLE CLARITY – The tasks to be performed are clearly defined and the expectations and responsibilities for the employee are clear. This has a negative correlation with burnout. The lower the role clarity is, the higher the burnout score.

What to do about it?

Please note that every individual is different and has different needs. What might work for one person, may not work for you. It’s important to try out different things to see what works for you.

1. Meet with a psychologist or mental health professional

It is preferable to receive professional support when you have a very high risk of burnout.

Psychologists are experts in addressing mental health issues, including burnout, and provide you with emotional support and strategies. It is important for you to have a safe, non-judgmental space to express feelings.

2. Reflect on key stressors and try to minimize or remove those

Considering previously written potential contributors to burnout (job demands, job resources and your personality) try to think about what is causing stress in your life. If you’re unsure what your main sources of stress might be, talk to a mental health professional who can help.

Eliminating or minimizing major stressors is critical to avoiding burnout. You may need help from your manager/employer to achieve this. It may also be that removing the stressor is not possible. In this case, we recommend that you consult a psychologist and find out about other activities that could help.

3. Prioritize sleep and recovery

Sleep is the body’s natural way of recovering and repairing itself, and is critical for preventing burnout.

How to recover, other than sleeping is highly individual. Some find that they recover by doing meditation, others in physical activity, and some in meaningful connections. There’s no one-size-fits-all approach.

4. Perform physical activity

Physical activity is a known stress reliever and can help to prevent burnout. Examples of physical activity include walking, running, swimming, cycling, etc.

It’s beneficial if your employer can provide you with the opportunity to perform physical activity during working hours (if you have a red result). Try to block time in your calendar for physical activity. Preferably during the middle of the day.

5. Try to develop good eating habits

It is important to develop good eating habits. Try to eat three times a day, at the same time every day. Make it a priority to have lunch at work every day at the same time. Avoid both overeating and undereating.

6. Follow up on your stress levels and well-being

Try to consistently monitor your state of well-being and stress. Analyze what activities reduce stress, and what don’t, and make the necessary changes.

The science behind the survey and recommendations

The test is a result of a three-year scientific research project from KU Leuven (Belgium). Click on the link to read about it in detail.

Schaufeli, W.B., De Witte, H. & Desart, S. (2020). Manual Burnout Assessment Tool (BAT)