Psychology labor and health

People your most precious capital? Here's how to invest in them!

In 2022, 1.6 million workers suffered from burnout-related symptoms. And that number is rising every year. Why is that? And more importantly, how do you prevent it? In our latest Anders Denken Podcast, Prof. Dr. Wilmar Schaufeli answers.

Prof. Dr. Wilmar Schaufeli is professor of occupational and organizational psychology. He is a registered clinical psychologist, GZ psychologist and occupational and organizational psychologist. He is also at the helm of "Triple i," an international research and consulting firm for the optimization of sustainable employability of employees.

The misconception of burnout

According to Schaufeli, it is important to first establish exactly what burnout is. Because the way burnout is currently talked about is incorrect, he believes. "Too often we talk about burnout, while we actually mean burnout-related symptoms. Think of fatigue, decreased motivation and not being able to think clearly. Currently, about 18 percent of the Dutch population is struggling with these types of complaints. However, that does not mean that 18 percent have burnout. Because do you have clinical burnout? Then you are completely burned out and no longer able to work. Then we are talking about 1 to 2 percent of the Dutch population."

• Want to learn more about exactly what burnout is? Listen to the Anders Denken Podcast!

Going for the job

As an employer, of course, you want to do everything you can to avoid this kind of percentage. You want your people to "go for the job. To achieve that, first and foremost, you have to listen carefully to your employees, Schaufeli argues. "What are their needs? What do they get energy from? And how can they continue to enjoy their work? Unfortunately, most employers don't give this enough thought." That's why Schaufeli developed the Job Demands-Resources model (JD-R model).

Job Demands-Resources model

The JD-R model is used to study the relationships between work characteristics and work outcomes. It assumes that high work demands (stressors) lead to stress reactions, while having many energy resources leads to higher motivation and productivity. "Look, in any work there is stress, otherwise there is no challenge. But there must be sufficient energy sources in return. When the stressors and energy sources are balanced, your employees are energized and engaged. When they're not, your employees may experience symptoms of exhaustion, resulting in burnout."

• Want to learn more about the Job Demands-Resources model? Listen to the Different Thinking Podcast!

Invest in your people

The JD-R model gives organizations insight into the stress factors and energy sources present. However, according to Schaufeli, this research should only be seen as a means to an end, and not as an end. "Something has to be done with the results. Often the workload is too high, the organization lacks time or strategic HR is not at the same table as senior management. That's where things go wrong. You can say that people are your most precious capital, but then you have to invest in that capital!"

• Curious about Schaufeli's advice? Listen to the Anders Denken Podcast!