In the US alone, this loss of productivity costs a staggering 1 trillion dollars annually. These issues are not age-bound: both young and old experience pressure on their mental and emotional health. Poor working conditions, such as discrimination, inequality, extreme workload, low control over work, and job insecurity, pose a threat to employees' mental health.
Over the past 10 years, general practitioners and company doctors have reported about 6 percent more burnouts in the Netherlands. There seems to be an underreporting issue, with some estimates suggesting that the actual numbers could be double the recorded cases. Mental health issues are a significant risk for people's well-being, but they also represent an economic risk for companies and organisations. Nobody benefits from this. What can we do to prevent it?
Much precedes a burnout or other mental health complaints, but once it occurs, the impact is substantial. The individual is in dark place, their surroundings feel it, and it affects all relationships. Arjan ter Linden, founder of KeyQuest, wonders if we can notice the signs earlier. “Perhaps you see the signals in your team, among friends, family, or even on the soccer field during practice. What happens if we make these discussions open? If we recognize that not everyone is a healthy person performing endlessly at their best, but that we are attentive to each other in tough periods when we are a bit less ourselves? To achieve this, we need to create a climate where we pay attention to the less rosy aspects of life. In other words, prioritizing both work and personal happiness.”
Arjan is himself an expert by experience and suffered a severe burnout at the age of 26. It took him almost 3 years to fully recover. The failure to acknowledge the signs, self-denial, and not making these issues discussable contributed significantly to the situation. The implicit high performance pressure from his previous employer also played a role. “It feels ‘weak’ to indicate that you're reaching your personal limits. However, being able to show vulnerability within your own organization is so important.”
Not only did Arjan find it difficult to discuss tough issues, but very few people feel free to talk about negative things. This is really unfortunate, as the average person spends about 30% of their waking time at work, and nearly 60% of the world’s population is employed. Work happiness and personal happiness are closely intertwined and influence each other, making it personally important to invest in both. But let's not underestimate the importance of work happiness for a company or organisation. Work happiness has a positive effect on performance. A workplace where safety and trust are foundational creates an environment where people dare to ask for help, make mistakes, and admit them, resulting in higher performance. So: invest in happy employees by enhancing connection, autonomy, and well-being, and the results will follow naturally!
Creating an environment where work happiness is prioritized can be achieved by showing genuine interest in each other. For example, by asking how someone is doing during a check-in round among attendees. This may take time, but that involvement and social support yield significant benefits in the long run. Research has shown that relationships with colleagues, connection with the manager, and affinity with the organization all influence work happiness and, indirectly, the performance of the company. In other words: invest in the social aspect, give those who are feeling a bit down the opportunity, the invitation, and the time to share their discomfort so it can be heard, diminished, and a safe climate is established. Supporting each other and being considerate makes a significant impact.
The “EngageUP” research by KeyQuest focuses on engagement among employees. Arjan regularly conducts this research within companies. “Recently, I was at a company unit to conduct this research. They were doing this measurement because they felt that employees were not feeling their best, the atmosphere was a bit off, and they wanted to investigate the cause. A remarkable 81% of these employees indicated in the survey that they are engaged. An exceptional score.”
Our wish at KeyQuest is for everyone to take this seriously: at moments when things are going well, still focusing on work happiness. Within this company unit, two individuals approached me who were going through a tough time. The fact that they were heard and responded to with empathy visibly reduced their pressure. The support and connection allow for tailored arrangements that fit the situation. And of course, I sometimes hear executives say they are afraid employees will take advantage of this. But my advice here is: make clear agreements, express expectations, and trust your gut feeling. This way, together you create a climate where people can be open and be themselves, contributing to overall work happiness!”.
References
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https://www.monitorarbeid.tno.nl/nl-nl/publicaties/nationale-enquete-arbeidsomstandigheden-2021-resultaten-in-vogelvlucht
NU.nl. (2022a, February 17). A million Dutch people suffering from a burnout? “That is a myth.”
https://www.nu.nl/werk/6184089/een-miljoen-nederlanders-last-van-een-burn-out-dat-is-een-mythe.html
Schneider, B., Hanges, P. J., Smith, D. B. & Salvaggio, A. N. (2003a). Which comes first: Employee attitudes or organizational financial and market performance? Journal of Applied Psychology, 88(5), 836–851.
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