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2019年5月，世界衛(wèi)生組織的《國(guó)際疾病分類》第11次修訂版（ICD-11）對(duì)職場(chǎng)倦怠進(jìn)行了更加詳細(xì)的描述,，此后這個(gè)詞越來(lái)越多地出現(xiàn)在了新聞?lì)^條上,。新定義稱，倦怠綜合癥是由于工作壓力長(zhǎng)期未得到妥善管理造成的,。世衛(wèi)組織用三個(gè)維度的特點(diǎn)來(lái)定義職場(chǎng)倦?。焊杏X能量低或精疲力盡、對(duì)工作感覺消極或有距離感,、工作效率降低,。

但世衛(wèi)組織沒有將倦怠歸類為一種醫(yī)療狀況。相反,，它被列為一種“職業(yè)現(xiàn)象”,，被歸為人們尋求健康服務(wù)的一種原因，但不是疾病或健康問題,。英國(guó)一位持證臨床心理學(xué)家及組織發(fā)展顧問羅素·薩克雷博士表示,，對(duì)個(gè)人而言，這是個(gè)好消息,，也是可能引起雇主擔(dān)憂的一個(gè)領(lǐng)域,。

“在我看來(lái)，世界衛(wèi)生組織此舉承認(rèn)了精神健康問題的嚴(yán)重性,。長(zhǎng)期以來(lái),，由于缺乏實(shí)物證據(jù)，精神健康狀況一直未得到充分重視,?！彼_克雷說(shuō)，“比如說(shuō),，斷了一條腿,，證據(jù)就擺在那里，所有人都能夠看到,。然而,，任何更偏向于‘精神上’的東西，往往會(huì)被歸結(jié)于喜怒無(wú)常,、懶惰,，甚至被認(rèn)為是一種策略,。”

一個(gè)常見問題

洛杉磯雇傭關(guān)系訴訟律師,、阿克曼有限責(zé)任公司（Ackerman, LLP）的合伙人米歇爾·李·弗洛雷斯說(shuō),，權(quán)威的世界性衛(wèi)生組織對(duì)職場(chǎng)倦怠的承認(rèn)，會(huì)讓人們意識(shí)到對(duì)這個(gè)問題的誤解,，同時(shí)可以為解決該問題提供進(jìn)一步的支持,。但她說(shuō)，人們對(duì)職場(chǎng)倦怠的認(rèn)知提高,，也給雇主帶來(lái)了新問題,。

“我認(rèn)為（大多數(shù)）雇主都意識(shí)到了，能夠被請(qǐng)假政策,、《美國(guó)殘疾人法》（ADA）和特殊住宿要求覆蓋的嚴(yán)重醫(yī)療狀況可以有不同的形式,，職場(chǎng)倦怠也包括在內(nèi)?！崩睢じヂ謇姿贡硎?。弗洛雷斯還說(shuō)：“通過(guò)將這種對(duì)職場(chǎng)產(chǎn)生直接影響的問題及其癥狀記錄在冊(cè)，世衛(wèi)組織還向雇主普及了職場(chǎng)倦怠為什么不容忽視,?！?/p>

職場(chǎng)倦怠也因?yàn)槠淦毡樾砸l(fā)擔(dān)憂。蓋洛普在2018年的一項(xiàng)調(diào)查發(fā)現(xiàn),，44%的受訪者表示,，他們“有時(shí)”會(huì)在工作中感到倦怠。與此同時(shí),，23%的人說(shuō)他們“經(jīng)?！庇羞@種感覺。

“這給人們敲響了警鐘,，因?yàn)槁殘?chǎng)倦怠可能進(jìn)一步導(dǎo)致員工面臨其他已知風(fēng)險(xiǎn)?！彼_克雷表示,，“需要在公司生活的各個(gè)領(lǐng)域把職場(chǎng)倦怠的因素考慮進(jìn)去，同時(shí)還不能對(duì)這個(gè)話題‘歇斯底里’,?！?/p>

科技：既是病因，又是藥方?

盡管人們認(rèn)為科技進(jìn)步催生的“永遠(yuǎn)在線”文化是導(dǎo)致職場(chǎng)倦怠加重的部分原因,，但其實(shí)該現(xiàn)象背后的原因復(fù)雜得多,。Kronos Incorporated和Future Workplace于2017年開展的員工投入度系列調(diào)查發(fā)現(xiàn)，引起受訪者職場(chǎng)倦怠的三大原因包括薪酬不公（41%的受訪者）,、工作量不合理（32%）和加班時(shí)間過(guò)長(zhǎng)（32%）,。

“過(guò)度縱容也同樣會(huì)導(dǎo)致倦怠,，因?yàn)槠髽I(yè)不敢給員工施加挑戰(zhàn)，促其發(fā)展,?！彼_克雷說(shuō)，“因此,，領(lǐng)導(dǎo)層和員工之間需要進(jìn)行合理的,、成年人之間的對(duì)話，才可以取得成效,?！?/p>

一些公司正在認(rèn)真對(duì)待這些理念。2018年9月,，在斯科特·舒特?fù)?dān)任領(lǐng)英全球客戶運(yùn)營(yíng)副總裁六年多后,，成為了該公司主管正念和共情工作的高管。在這個(gè)職位上,，舒特專注于改善員工健康和參與度,。他發(fā)起了為期30天的冥想挑戰(zhàn)，制作了和冥想有關(guān)的內(nèi)容,，并于2019年6月與Wisdom 2.0在加州山景城共同主辦了共情與領(lǐng)導(dǎo)力峰會(huì),。

“如我們所知，大量研究表明,，善念能夠幫助我們擁有更好的人際關(guān)系,。”舒特說(shuō),，“這對(duì)我們減輕壓力,、焦慮和抑郁都大有裨益。我有興趣做一些研究,，看看善念長(zhǎng)期會(huì)如何影響生產(chǎn)力等核心指標(biāo),。”他補(bǔ)充道,，這一角色屬于新生事物,，相關(guān)計(jì)劃的影響力目前主要是通過(guò)消耗來(lái)衡量。

薩克雷說(shuō),，越來(lái)越多的健康類應(yīng)用程序可以幫你監(jiān)控自己方方面面的健康行為,，比如喝了多少水，睡了多少覺,，做了多少運(yùn)動(dòng)等,，或許也能夠幫助員工更好地照顧自己。

除文化因素外,，接受Kronos調(diào)查的人力資源主管中,，20%的人認(rèn)為員工在工作中缺乏足夠的科技工具是導(dǎo)致他們職場(chǎng)倦怠的另外一個(gè)重要原因,。在雇員超過(guò)2500人的公司，27%的受訪者有這種感覺,。

一些組織正在向Glint等平臺(tái)求助,，這些平臺(tái)可以幫助組織獲得反饋，監(jiān)督員工的參與度,、表現(xiàn)和成長(zhǎng),。Glint軟件平臺(tái)的聯(lián)合創(chuàng)始人、首席執(zhí)行官兼主席吉姆·巴奈特說(shuō),，此類科技工具可以幫助組織查明導(dǎo)致職場(chǎng)倦怠的原因并加以解決,。

弗洛雷斯和薩克雷都認(rèn)為這種意識(shí)很重要。如果職場(chǎng)倦怠程度加深,，公司必將面臨更大的后果,，如生產(chǎn)力下降、人員流失等,，甚至可能更糟,。

“如果現(xiàn)在不采取行動(dòng)，很容易導(dǎo)致未來(lái)出臺(tái)一系列嚴(yán)苛的新法規(guī),?！彼_克雷說(shuō)， “這對(duì)企業(yè)而言,，是一個(gè)滑坡謬誤,，所以需要現(xiàn)在就著手解決問題?！保ㄘ?cái)富中文網(wǎng)）

譯者：Agatha

Ever since May 2019, when the World Health Organization’s 11th Revision of the International Classification of Diseases (ICD-11) included a more detailed description of burnout, the term has increasingly made headlines. The new definition calls burnout syndrome the results of chronic workplace stress that have not been successfully managed. WHO characterizes it as having three dimensions: feelings of low energy and exhaustion, negative feelings toward or disengagement from the job, and reduced professional effectiveness.

But WHO stopped short of classifying burnout as a medical condition. Instead, it’s listed as an “occupational phenomenon,” and included it in a chapter of reasons for which people contact health services—but are not considered illnesses or health conditions. That’s good news for individuals and a possible area of concern for employers, says Russell Thackeray, Ph.D., a U.K.-based licensed clinical psychologist and organizational development consultant.

“The move by the WHO represents, in my view, an acknowledgement of the seriousness of mental health conditions, long under-appreciated because of the lack of physical proof,” Thackeray says. “For example, break a limb and the evidence is there for all to see. However, anything that’s more ‘in the mind’ can often be attributed to being moody, lazy ,or even a strategy.”

Shining a light on a common issue

Having a respected world health organization recognize burnout brings awareness to the issue’s misconceptions and provides further support for it, says Michelle Lee Flores, a Los Angeles-based employment litigator and partner with Ackerman, LLP. But burnout’s higher profile also raises new questions for employers, she says.

“I think [most] employers are mindful that serious medical conditions that can either trigger coverage under leave policies, or coverage under the ADA [Americans with Disabilities Act] and accommodation requirements can also come in different forms, including this,” Lee Flores says. “By documenting the condition and its symptoms—which directly affect the workplace—WHO has also helped employers understand why burnout isn’t something to be ignored,” Flores says.

Burnout is also a concern because of its ubiquity. Research from Gallup in 2018 found 44% of people surveyed said they “sometimes” experience burnout on the job. Meanwhile, 23% said they felt it “very often.”

“This is a wake-up call and can lead to further areas of defined employee risk,” Thackeray says. “Companies will need to factor in burnout into all areas of corporate life without becoming ‘hysterical’ about the whole subject.”

Technology: A contributor and a cure?

While the “always-on” culture fueled by technology has been partially blamed for increases in burnout, the reasons are more complex. The 2017 Employee Engagement Series conducted by Kronos Incorporated and Future Workplace found that the top three reasons respondents for burnout included unfair compensation (cited by 41% of respondents), unreasonable workload (32%), and too much overtime/after-hours work (32%).

“Burnout can be produced from being overly cosseted, because organizations are frightened to challenge and develop people,” Thackeray says. “So a proper adult conversation needs to be had between the leadership and workforce to deliver results.”

Some companies are taking those conversations seriously. In September 2018, Scott Shute became LinkedIn’s head of mindfulness and compassion, after having served as the company’s vice president of global customer operations for more than six years. In this role, Shute focuses on programs that improve employee wellness and engagement. He’s launched 30-day meditation challenges, produced meditation-related content, and co-hosted The Compassion and Leadership Summit in June 2019 along with Wisdom 2.0 in Mountain View, California.

“We know there’s tons of research that shows that mindfulness is great for our ability to have better relationships,” Shute says. “It’s great for our ability to reduce stress, reduce anxiety, reduce depression. I’m interested in doing some research over time on how it affects heart metrics like productivity.” The role is relatively new and the program’s impact is currently being measured by consumption, he adds.

The rise of well-being apps that help monitor everything from how much water you’re drinking to how much sleep and exercise you’re getting may also help employees take better care of themselves, Thackeray says.

In addition to cultural aspects, 20% of human resources leaders who responded to the Kronos research cited insufficient technology for employees to do their jobs as another primary cause of burnout. At organizations with more than 2,500 employees, 27% of respondents felt this way.

Some organizations are turning to platforms like Glint to enable feedback and monitor engagement, performance, and growth. Such tech tools may help organizations spot areas that contribute to burnout and address them, says Jim Barnett, co-founder, CEO, and chair of the software platform.

Both Flores and Thackeray think that kind of awareness is important. As burnout levels climb, companies stand to face greater consequences in terms of lost productivity and turnover, and possibly worse.

“Too little action now could easily lead to more frequent and onerous legislation in the future,” Thackeray says. “This is a slippery slope for organizations, so start fixing things now.”