Have you ever worked at a company only to eventually get completely burned-out? Well, you’re not alone. In fact, the World Health Organization (WHO) has seen so much “burn-out” that they decided the term is actually one that is health-related; more specifically, a disease.
The WHO released this information in conjunction with the International Classification of Diseases (ICD), but a day after the ICD came out, WHO corrected itself, saying it’s actually not a disease, but an occupational phenomenon.
This topic does bring up a good point though – who’s to blame when burn-out occurs – the company or the employee?
There are plenty of people out there who have started a job, one that was exciting and oriented with their goals, only to be completely fed up with the job 6 months later. For some, it may take longer, and for others, it may take less time, but regardless, if you’re truly burned-out, the problem may not be your fault. Actually, it’s quite the opposite.
When Stanford researchers looked into how stress in the workplace can raise health costs and even mortality in the US, they found it led to more spending (almost $190 Billion) and nearly 120,000 deaths each year. Worldwide, over 600 million people suffer from depression and anxiety, which can be a direct result of an inhospitable work environment or a job that’s simply dissatisfying or mundane. Of course there are other reasons for anxiety and depression, but feeling undervalued or unsupported on a job can have a huge impact.
Now here’s where it gets interesting. When the WHO made the mistake of calling the term “Burned-Out” a medical disease (which we now know is not the fact) it got a lot of the community thinking, including myself and Jennifer Moss of the Harvard Business Review. I asked myself who is really to blame for the high burn-out rates we’re seeing? Is anyone to blame?
Having been a victim of this “disease” (Just kidding! Remember, it’s not a disease guys), I know first-hand how hard it can be when the feelings of wanting to give up come a’knockin’. I’ve worked at multiple startups, each of them with their own initial allure and charm. Sometimes, that’s all there is and you don’t realize it until you aren’t happy in your role, which is exactly what happened to me.
You see, my first startup right out of college was super fun. Not only did they care for my needs as a person, but they also nurtured my abilities and eagerness to grow. They were your typical startup with Ping-Pong tables, holiday parties, monthly contests, and so much more. Sounds like a standard startup, right? Maybe, maybe not.
When it finally came time to leave the company for another role, (something they absolutely supported as it pertained to my growth), I quickly realized that not all companies are created equal. The next job I took turned out to actually be a 10-month series of ups and downs. Not only was the job totally different from my last one, but the company itself was highly disheveled and aimless.
Not only was it out of sorts, but the company had zero warm and fuzzy extras I had been so accustomed to. To start, there was absolutely no company culture – something I thrive on. There were no amenities like a fancy pool table or swings, which was totally fine, but alongside this and many other factors, I quickly learned how ill prepared the owner was to make the office a nice place their employees were excited to work.
The management was awful, and the owner was even worse, turning down ideas only to, weeks later, proclaim them as his own. The environment was hostile and there was no time to get to know my co-workers. But in the end, the nail in the coffin was that there was no direction at all – from the owner, management, or co-workers.
When I finally realized that I was burned-out and that my needs weren’t being met, I took an introspective look at myself and asked, “what’s wrong with me?” and after thinking long and hard, I had a moment of clarity. This wasn’t 100% my fault. In fact, it was the fault of the company I worked for.
Now, it may sound like I’m complaining (and to a degree, I am), but my point really is that if you’ve burned-out on a job, and your needs aren’t being met, you’re definitely not alone.
To further illustrate my point, I’d like to bring up Fredrick Herzberg’s dual-factor, motivation-hygiene theory. This theory primarily focuses on motivation and hygiene-related needs in the workplace and how they relate to job satisfaction. Herzberg found that satisfaction and dissatisfaction are in no way tied together and, in fact, are completely independent of one another. This means that it’s entirely possible to be satisfied and dissatisfied in the same job, at the same time – something leadership and management are not always prepared to understand or address.
Moss explains the difference between hygiene and motivational needs. She describes hygiene-related needs as things like “salary; work conditions; company policy and administration; supervision; working relationships; status and security.” On the other hand, she defines motivational factors as pertaining to “challenging work; recognition for one’s achievements; responsibility; the opportunity to do something meaningful; involvement in decision making; and a sense of importance to the organization.”
She explains that much of the time, employees don’t even recognize when the organization they work for has good hygiene, like Apple who has an excellent company culture and freebies for days (I know this from my own personal experience working there). However, when a company has bad hygiene, like what I described earlier, employees typically notice pretty immediately. Frivolous as it may seem, as humans, we’re creatures of comfort. If we’ve been comfortable for a certain period of time, and something related to that comfort is suddenly taken away, that can have a major affect on the employees’ happiness and willingness to push forward. Likewise, feeling unappreciated and underutilized can have the same effect.
As a matter of fact, burn-out can be directly correlated to situations when pre-supposed features in our daily work lives are removed or are missing. For instance, my first startup supplied coffee to all of its employees. If that was suddenly taken away or it didn’t exist at all, there would have been a lot of noise – especially form our coffee-guzzling sales team. The company knew how important this was and took every effort to make sure they gave us coffee.
From there, they raised the bar even further, asking the team what kind of coffee they wanted. This is exactly what it takes to keep employees happy and to prevent them from reaching “burn-out”. Again, it may all seem totally innocuous and low-priority, but from a leadership perspective, they knew perks like this were exactly why their employees liked their job.
Now, you’re probably wondering what it is business owners can do to learn more about burn-out and how they can combat it. The answer: employers should prepare and align themselves with employee needs. There are a variety of ways to figure out what it is your employees want, including surveying them.
Christina Maslach, social psychologist and professor emerita at the University of California, Berkeley, has been studying burn-out for 25 years and is now seen as the foremost authority on the topic. She offers surveys for employees and employers-alike, such as the Maslach Burnout Inventory and Professional Quality of Life Scale.
Aside from that, look at your employees as actual people. Ask yourself what reasonable steps you should take to make your employees happy in their job as well as whether or not you’d be happy in their shoes. If the answer to the second question is “no”, you probably have some serious research and thinking to do.
If you’re an employee, you’re not off the hook yet. You have some homework, too.
What do you need to be happy in the workplace? I challenge you to make a list of your must-haves and to seriously consider whether you’re settling for less.
Bite-sized retail: Macy’s plans to move out of malls
(BUSINESS MARKETING) While Macy’s shares have recently climbed, the department store chain is making a change in regards to big retail shopping malls.
I was recently listening to a podcast on Barstool Sports, and was surprised to hear that their presenting sponsor was Macy’s. This struck me as odd considering the demographic for the show is women in their twenties to thirties, and Macy’s typically doesn’t cater to that crowd. Furthermore, department retail stores are becoming a bit antiquated as is.
The sponsorship made more sense once I learned that Macy’s is restructuring their operation, and now allowing their brand to go the way of the ghost. They feel that while malls will remain in operation, only the best (AKA the malls with the most foot traffic) will stand the test of changes in the shopping experience.
As we’ve seen a gigantic rise this year in online shopping, stores like Macy’s and JC Penney are working hard to keep themselves afloat. There is so much changing in brick and mortar retail that major shifts need to be made.
So, what is Macy’s proposing to do?
The upscale department store chain is going to be testing smaller stores in locations outside of major shopping malls. Bloomingdale’s stores will be doing the same. “We continue to believe that the best malls in the country will thrive,” CEO Jeff Gennette told CNBC analysts. “However, we also know that Macy’s and Bloomingdale’s have high potential [off]-mall and in smaller formats.”
While the pandemic assuredly plays a role in this, the need for change came even before the hit in March. Macy’s had announced in February their plans to close 125 stores in the next three years. This is in conjunction with Macy’s expansion of Macy’s Backstage, which offers more affordable options.
Gennette also stated that while those original plans are still in place, Macy’s has been closely monitoring the competition in the event that they need to adjust the store closure timeline. At the end of the second quarter, Macy’s had 771 stores, including Bloomingdale’s and Bluemercury.
Last week, Macy’s shares climbed 3 percent, after the retailer reported a more narrow loss than originally expected, along with stronger sales due to an uptick in their online business. So they’re already doing well in that regard. But will smaller stores be the change they need to survive?
Why you must nix MLM experience from your resume
(BUSINESS MARKETING) MLMs prey on people without much choice, but once you try to switch to something more stable, don’t use the MLM as experience.
MLM experience… Is it worth keeping on your resume?
Are you or someone you know looking for a job after a stint in an MLM? Well, first off, congratulations for pursuing a real job that will provide a steady salary! But I also know that transition can be hard. The job market is already tight and if you don’t have much other work experience on your resume, is it worth trying to leverage your MLM experience?
The short answer? Heck no.
As Ask the Manager puts it, there’s a “strong stigma against [MLMs],” meaning your work experience might very well put a bad taste in the mouth of anyone looking through resumes. And looking past the sketchy products many offer, when nearly half of people in MLMs lose money and another quarter barely break even, it sure doesn’t paint you in a good light to be involved.
(Not to mention, many who do turn a profit only do so by recruiting more people, not actually by selling many products.)
“But I wouldn’t say I worked for an MLM,” you or your friend might say, “I was a small business owner!”
It’s a common selling point for MLMs, that often throw around pseudo-feminist feel good slang like “Boss Babe” or a “Momtrepreneur,” to tell women joining that they’re now business women! Except, as you might have guessed, that’s not actually the case, unless by “Boss Babe” you mean “Babe Who Goes Bankrupt or Tries to Bankrupt Her Friends.”
A more accurate title for the job you did at an MLM would be Sales Rep, because you have no stake in the creation of the product, or setting the prices, or any of the myriad of tasks that a real entrepreneur has to face.
Okay, that doesn’t sound nearly as impressive as “small business owner.” And I know it’s tempting to talk up your experience on a resume, but that can fall apart pretty quickly if you can’t actually speak to actual entrepreneur experience. It makes you look like you don’t know what you’re talking about…which is also not a good look for the job hunt.
That said… Depending on your situation, it might be difficult to leave any potential work experience off your resume. I get it. MLMs often target people who don’t have options for other work opportunities – and it’s possible you’re one of the unlucky ones who doesn’t have much else to put on paper.
In this case, you’ll want to do it carefully. Use the sales representative title (or something similar) and, if you’re like the roughly 50% of people who lose money from MLMs, highlight your soft skills. Did you do cold calls? Tailor events to the people who would be attending? Get creative, just make sure to do it within reason.
It’s not ideal to use your MLM experience on a resume, but sometimes desperate times call for desperate measures. Still, congratulations to you, or anyone you know, who has decided to pursue something that will actually help pay the bills.
This smart card manages employee spending with ease
(BUSINESS MARKETING) Clever credit cards make it easier for companies to set spending policies and help alleviate expense problems for both them and their employees.
Company credit cards are a wonderful solution to managing business expenses. They work almost exactly like debit cards, which we all know how to use, am I right? It is the twenty-first century after all. Simply swipe, dip, or tap, and a transaction is complete.
However, keeping up with invoices and receipts is a nightmare. I know I’ve had my fair share of hunting down wrinkled pieces of paper after organizing work events. Filling out endless expense reports is tedious. Plus, the back and forth communication with the finance team to justify purchases can cause a headache on both ends.
Company credit cards make it easier for companies to keep track of who’s spending money and how much. However, they aren’t able to see final numbers until expense reports are submitted. This makes monitoring spending a challenge. Also, reviewing all the paperwork to reimburse employees is time-consuming.
But Spendesk is here to combat those downsides! This all-in-one corporate expense and spend management service provides a promising alternative to internal management. The French startup “combines spend approvals, company cards, and automated accounting into one refreshingly easy spend management solution.”
Their clever company cards are what companies and employees have all been waiting for! With increasing remote workforces, this new form of payment comes at just the right moment to help companies simplify their expenditures.
These smart cards remove limitations regular company cards have today. Spendesk’s employee debit cards offer companies options to monitor budgets, customize settings, and set specific authorizations. For instance, companies can set predefined budgets and spending category limitations on flights, hotels, restaurants, etc. Then they don’t have to worry about an employee taking advantage of their card by booking a first-class flight or eating at a high-end steakhouse.
All transactions are tracked in real time so finance and accounting can see purchases right as they happen. Increasing visibility is important, especially when your employee is working remotely.
And for employees, this new form of payment is more convenient and easier on the pocket. “These are smart employee company cards with built-in spending policies. Employees can pay for business expenses when they need to without ever having to spend their own money,” the company demonstrated in a company video.
Not having to dip into your checking account is a plus in my book! And for remote employees who just need to make a single purchase, Spendesk has single-use virtual debit cards, too.
Now, that’s a smart card!
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