Your team is facing burnout from high caseloads. How will you support them effectively?

The best way deal with burnout is to address the workload before it happens. We all have situations where the flood gates open and we have to deal with them by asking staff to go the extra mile. A healthy organization will be aware of the risk of burnout from chronic work overload and make necessary adjustments to bring in additional resources to address the overload. A healthy organization will also acknowledge the extra efforts the staff is making in a meaningful way.

I have been in work environments where hard workers are rewarded with heavier caseloads. This seems unfair. However, thorough communication with each team member and analyzing each members strengths and weaknesses, as well, as logging what types of rewards work best per team member is critical to providing a functional work balance. During those times when everyone is under pressure to meet demands and deadlines, it is important for managers and supervisors to be supportive and take an active role in assisting their teams, making themselves an equal partner in the team's efforts.

1. Advocate for your team to those who hold your purse strings. Those you lead look to you for leadership and protection for their quality of worklife (which means "life" because work is integral to survival.) 2. Low morale never resulted in higher quality work. 3. Collaborate and invite open brainstorming with your team for solutions. Make sure they feel heard. Make sure they know the demands being made of you. Invite their voices. You might be surprised by their creative solutions.

Somos muito complexos. Sobrecarregar uma dimens?o da nossa vida afeta todas as outras. Ainda que em alguns momentos uma dimens?o demanda mais do que a outra, n?o é possível negligenciar a necessidade de cuidar de todas. Portanto, para essa balan?a equilibrar, é IMPRESCINDíVEL reconhecer as diferentes dimens?es humanas e compartilhar a certeza de que VIDA PESSOAL E VIDA PROFISSIONAL só se separam no discurso! A pessoa é um todo composto por diferentes partes!

One thing that I have found to be helpful is to jump into the trenches with my team; I want them to see that I don’t just support them verbally from the 4 walls of my corner office but that I support them and will get right in there with them when times are tough

It's important to streamline, People, Process and Technology. We get results if we create easy ways to work. We are great when we encourage innovations among team members.

Enhancing efficiency is crucial in managing high caseloads effectively. Start by evaluating your team’s current case management processes to identify any bottlenecks causing stress or wasting time. This assessment could reveal opportunities to streamline workflows, such as adopting more advanced case management software or revising protocols to eliminate redundant steps. By optimizing these processes, you can reduce pressure on your team, allowing them to focus more on providing quality care to clients. This approach not only improves productivity but also supports overall team well-being by minimizing unnecessary stressors.

Workplace inefficiency often increases when there is a lack of clear communication both up-down an organisation hierarchy, and laterally between team members. Creating an awareness of how each member of a team impacts the workload of others as well as the affect of both higher and lower order hierarchical positions in the workflow can speed up case management by ensuring time and energy is not lost re-communicating for clarity. This mainly falls to organisation leadership to establish good communication patterns early on.

Orientar e acompanhar a evolu??o dos colaboradores em processos dentro dos protocolos sugeridos nas institui??es viabiliza a assistência sem desperdícios e perda de tempo, assegurar que todo o procedimento seja exequível de forma harmoniosa.

As someone who came from a case management background, I do agree that efficiency is crucial when managing a high volume of complex cases. Though often in these situations it is not the case manager that is calling the shots. They are following protocol. Feedback is often obtained from senior leadership, but is that feedback actually considered? Or management do what best aligns with the company’s goals and projected direction? As someone who has been in this spot when hospitals, agencies, and facilities change owners, or try to implicate systemic change I truly do believe that aside from stream lining process through effective means, (ex. New software) the employees need to feel adequately supported by colleagues and upper management.

Ongoing training plays a critical role in empowering teams to handle high caseloads effectively. By offering workshops and training sessions focused on skills like time management, stress reduction techniques, and resilience building, you equip your team with essential tools to manage their workload confidently. This not only enhances their efficiency but also fosters a sense of professional growth and job satisfaction. Empowered employees are better equipped to navigate challenges and are less prone to burnout, contributing to a healthier and more productive work environment overall.

In this particular situation, it’s not the staff so much who need the training. It’s the upper management. Its leadership. Training on how to treat and retain their employees. When meeting with employees, helping them organize their caseloads by severity, locations, needs. By organizing this way, it allows them to see which clients need higher care, and which can be stepped down to a lower level. They can see which clients have fallen through the cracks, and who may need immediate intervention. If they are severely acute, the supervisors can assist. Helping your team feel as if they are not alone and that you are doing all you can to find a solution goes a long way in retaining employees. Ask for outside help may also be needed.

Staff retention should be realistically looked at . What’s causing the dissatisfaction Stressors that lead to burnout should be addressed appropriately and in a time sensitive manner . Shortages addressed with a fast paced robust recruitment response with adequate turnaround times . Innovative and creative solutions can be looked at Scheduling that works better Model of care can be looked at and adapted . Providing staff with an outlet and a response .

Educa??o continuada mostra-se imprescindível, n?o com estatísticas e números, mais com conhecimento de forma a manter a equipe engajada e segura quanto ao seu papel na empresa.

Personal resilience and resilience building are often nebulous concepts that workplace training pay a perfunctory role in addressing. In actuality the ability to respond efficaciously and bounce back from challenging situations in the workplace is a key component to burnout resistance. If one were to view resilience as a muscle built over time, then a moderate amount of stress and provision of adequate work resources can over time greatly increase resilience. Conversely, long periods of intense pressure and a lack of resources to support efficient workload management can lead to a gradual erosion of cognitive and emotional capacity. Training that enhances resilience is a great long term investment into employee productivity and retention.

Self-care is crucial in case management. Team members need to be attuned to signs of mental exhaustion or overwhelm among their colleagues and offer support as needed. Case management is inherently challenging, so regular, brief breaks can significantly impact not only individual well-being but also overall team productivity. Encouraging a culture where short, frequent breaks and time off for vacations or mental health days are both accepted and promoted helps prevent burnout and ensures that everyone has the opportunity to rest and recover from their demanding roles.

One of the most powerful pieces of guidance I share with colleagues is that humans are more accident-prone when we are stressed, which means we're going to make mistakes in the moments that we are least prepared to tolerate them. So, if you ever hear yourself saying, "if I can just get this done quickly, I'll be fine," that is the exact moment to take a break to save yourself from having to do the project twice or make major corrections. A 5- or 10-minute break can save hours of adjusting by alleviating stress on your psychophysiology, which also leads to higher work satisfaction.

Extremamente importante a pausa fora do setor, de forma a manter o descanso mental e físico. Otimizar o tempo da assistência sem seguir de forma mecanizada, e sim de forma humanizada.

Es necesario crear una cultura que establezca con claridad sobre pausas y tiempos de descanso. Ademas de impartir y adoptar técnicas de gestión del tiempo, como la técnica Pomodoro, matriz de ensenhower, principo de pareto para equilibrar periodos de trabajo y descanso, sin generar agotamiento. Además de respetar los horarios fuera del trabajo. El implementar cupones de descanso permite una tranquilidad al colaborador sin necesidad de pedir un permiso no remunerado.

Have regular one-on-one meetings with team members to understand their workload and stress levels. Encourage them to share their concerns openly.

Sempre se atentar a um ambiente favorável ao colaborador de ajuda mútua, espírito de equipe, onde todos est?o responsáveis pela assistência, cuidados, e resultados esperados.

A method I have found useful is to have a rotation that places one or two team members at a time in a lower caseload position in a team. Regular rotation of members into a ‘down time’ position will allow the team to maintain a safety margin of support that can be called on in unexpected situations where sudden increases in caseloads may happen. Workers will also have a chance to regularly decrease their output, allowing a degree of ‘active rest’ while on the job.

A few can't carry the load or eventually there's collapse. Supporting every member of the team and allowing everyone's voice to be heard fosters a balanced environment and prevents burn out.

Teamwork is a priceless part of many industries and positions. Psychological speaking, humans need people in their lives that encourage and support them. Encouraging collaboration is great, but do people take into consideration the personalities of the employees on this team? Hiring someone for a position as a part of a team can a gamble as far as knowing if they will work well with others. Team building is a great way to increase morale and positivity, many employees only attend them because they are required. Furthermore, team building exercises can have an adverse affect if not facilitated properly. Not everyone will get along with each other. This where and why we need leaders who are bosses to delicate tasks accordingly.

To support teams experiencing burnout, one will have to prioritize open communication, empathy and proactive problem-solving. Start by having individual conversations with team members to identify specific stressors contributing to their burnout. Offer resources such as workshops on stress management to provide practical support. Also, redistributing workload where possible, implementing time-management strategies, and encouraging self-care practices can help alleviate some of the pressure. It is also important to lead by example, demonstrating a healthy work-life balance and fostering a positive team culture. Regular check-ins and feedback sessions can also create a space for team members to express concerns and collaborate on solutions.

While it’s important to address client’s needs, there are studies (noted by Harvard Business Review, Michigan State U and other sources) which indicate the benefits to rest periods during the work day. These benefits include lower levels of stress along with increased productivity and creativity. That said, my approach would be to encourage team members to take breaks throughout the work day and, if needed, use their paid time off for mental health breaks. Even 10-15 minutes does quite a bit in resetting the mind! In my own experience, I’ve found that taking breaks has helped me reframe situations to where I can come up with better solutions to an issue and/or become a more effective collaborator.

Workers often assume that their workplace experiences will not continue to negatively affect their personal lives. However, emotional and cognitive exhaustion manifests itself as a decrease in previously enjoyed activities or hobbies. Being aware of this dynamic can help workers to recognise the signs of encroaching burnout. Self-care is a valuable tool to reset one’s capacity to deal with stress, working as a release valve for build up exhaustion. Without adequate self-care, workplace stress will bleed over into interpersonal relationships in the home. This is how work-life imbalances can metastasise into family dysfunction.

Encourage your team to take breaks, use their vacation time, and engage in activities that help them recharge - this will look different for each individual. Lead by example by modeling healthy work-life balance.