Wellbeing - What influences burnout in Major Projects? PART TWO
Wellbeing is high on the agenda for major projects and organisations as the UK workforce transitions from the restrictions imposed in 2020. The World Health Organisation (WHO) defines burnout as "a syndrome conceptualized as resulting from chronic workplace stress that has not been successfully managed". Those suffering symptoms of burnout may feel depleted of energy, increased negativity, and cynicism towards their job. This has grave consequences for the industry where "great young people will feel that they are 'failing' and leave our profession for other sectors where they feel genuinely valued, before their talents can truly be applied at strategic project management level".
This event is a follow up to the 'Who manages burnout in Major Projects?' event held in May. The output from these two events will be combined and will contribute to a study to inform the Association on how to improve the Rising Stars course, support a larger study on Wellbeing in Major Projects and inform the membership on causes, symptoms and areas of focus for burnout.
Previously, we examined how three Areas of Worklife*: Workload, Values, Community, if unbalanced can contribute to burnout. In that event, we uncovered how there can be blindness to the amount some individuals are doing, that projects can set out with codified supportive behaviours but these can get waylaid when challenges emerge, and how conflicting objectives can cause confusion and tension inhibiting the development of a joint purpose that can bind a team together.
In this second session, we will be joined by Hannah Melville, a coach, programme and change manager majoring on burnout, who will provide an overview of current burnout research. We will then dive into examining the impact of major project on the remaining three Areas of Worklife:
- Control - how individuals can shape their work within the project environment and exert autonomy.
- Fairness - whether decisions are perceived to be fair.
- Recognition - perceived reward for a job well done.
We would like to welcome back all those who contributed to the first event. We would also encourage any project professional who has had direct experience of leading teams who have focused on implementing initiatives in this area to join us in this second event.
*Leither, M. P. & Maslach, C., 2004. Areas of Worklife: A structured approach to organizational predictors of job burnout. In: G. D. Perrewe P.L, ed. Research in occupational stress and well-being. Oxford: Elsevier, pp. 91-134