Detecting Team Burnout and Turnover Risks

Second question: How can you tell when your team is about to leave?

A) Wear is visible.B) They are disconnected.C) The numbers speak for themselves:surveys, turnover, and workplace climate metrics.

D) The joker.I'm going to choose the joker because all of these are important clues that are clearly visible.

In this case, all three are very clear indicators, so I I'll take the Joker.

Well, as far as I'm concerned, all three are clearly correct.

These are three very clear signs that something isn't going right.

The first indicator would be the numbers, in the sense that they are such as the most objective data you can see, whether in terms of results,in terms of turnover, that is, in terms of participation in surveys,an event, or whatever it may be, that might start to teach us something certain trends that are emerging in the system that we need to start keeping an eye on.

The second thing for me would be to be disconnected, as if in silence.

When someone you know who used to be very active,that he had tons of ideas, that he wanted to contribute, and that he wanted to, I don't know,When you think about it, you're really committed to the project,who suddenly stop talking or stop participating in the same way as they used to It's like a turning point, a pretty significant turning point.

And then there's the wear and tear; I think, when all is said and done,in a way, it might be like that moment when,I picture it as a scale; obviously, that's a subjective perception,but like a balance in which the return you receive from the company,whether it's training, recognition, or whatever else you get from the company,He doesn't deserve you anymore, given all the effort you put in.

Suddenly, the balance shifts somehow, and then you feel that it's not worth the effort.

So, I think that's the point.For me, the most important thing is to be able to spot this early on so that we can having timely, honest, transparent, and ongoing conversations,in which we can turn that situation around and restore balance the balance, in a way.

I completely agree.The discomfort is obvious; it's something others can sense because You can even kind of feel it in the atmosphere, on an energetic level.

Sure, sure.There is one aspect that we can now discuss openly.

Back then, years ago, we didn't have these things They wouldn't let you talk about it at work, because Mr. Excel was the key to everything.

But right now people are aware of it, thank you,and I say this because of the impact of the casualties—in other words,the numbers speak for themselves and that are forcing us to see things differently.

Keep in mind that, in addition, with the impact of AI,we can provide all the figures you want and all the analyses Say what you will, but there's a human connection.

Then you really do notice that the energy is missing, that there's no innovation,that there are no proposals; People, if they can disconnect Before a meeting, he does it.

In other words, there is a breakdown in that bond, which we will discuss later,Sure, but the relationship is falling apart.between the organization and the company.

This brings us to a very important issue related to legal regulations.

These are psychosocial risks.We're talking about it as if it were, well, it's just a perception No, look,These issues have been studied and classified, and it is perfectly clear how the context you keep bringing up time and again—the workplace context,as is often the case One is the source, and the other is the catalyst.

Sometimes we bring our own little things along, too,but it can be the cause or a contributing factor to health problems in people,in short, a feeling of unease.

So, you have to be very careful with these things because We are talking about the legal obligation of companies to generate or review What indicators—and there are some—are telling us that there is psychosocial risk issues.

I'm noticing this; I'm seeing signs of wear and tear,disconnection rates, and figures.

Numbers, because when I ask how often they work on weekends During the week, they give me the figures.

Operational errors, i.e., the work is not well organized of the week, the week's work isn't being managed properly, and that leads to to work on the weekend.

And instead of seeing this as an organizational mistake,people interpret it as: "Oh,"No, these are already taken." See?

So, the thing is, we need to understand exactly what we're talking about.

Question 3: Why doesn't money alone keep anyone around anymore?