6 classifications of workers, based on burnout risk
Some workers are better equipped to deal with stress in their lives, and others may need a little help.
Depending on their personality, some workers are more prone to burnout than others, according to meQuilibrium’s report, “Ready or at Risk- 6 Personas for the New World of Work.”
meQuilibrium, a provider of workplace resilience programs, surveyed 2,000 workers and developed six classifications of workers based on their burnout risk, suggesting ways employers can help them:
1. Soulful sufferers
These are caring workers, but also struggling to be adaptive and worrying about relationships and work. The majority (70 percent) report a high sense of pressure; 49 percent are at risk for depression and anxiety; they take 13 sick days a year on average; and 20 percent are managers. Their low resilience and agility put them in danger of burnout and quitting.
Related: 7 steps to avoid a burnout culture
What opportunities are in store for them? “They exhibit high levels of empathy to care about the people around them, giving them potential for team leadership,” the authors write. “How can you support them? By helping them build the resilience skills necessary for emotion control and awareness of thinking styles, you can help them lower stress and harness their empathy for the benefit of the team.”
2. Checked out
Workers with very high levels of stress about work and money. The majority (88 percent) report having no empathy; 60 percent report low problem-solving skills; they take nine sick days a year on average; and 23 percent are managers.
What opportunities are in store for them? “The Checked Out persona needs help and they need it now. They have low empathy and relational connection—this, combined with high anxiety, means they can be impulsive and frequently overreact,” the authors write. “How can you support them? Start with the basics by helping them learn to manage their financial and work stress. Then show them how to build their connection to work and their teammates.”
3. Status quos
They believe life is good just as it is—they have low agility but moderate resilience, which provides the balance they like: a stress-free cruise. They don’t extend a great deal of effort to learn, adapt to new people, or improve well-being habits like diet and exercise. Nearly two-thirds (63 percent) report low connection to work; 94 percent do not enjoy finding and solving everyday challenges; they score low on meaning and purpose; and 30 percent are managers.
What opportunities are in store for them? “They are stuck, along with the employees that report to them, until they embrace a growth mindset,” the authors write. “How can you support them? You can give them a chance to build a mindset of success, connect to your core values, and work on building empathy.”
4. Strivers
These workers exhibit high anxiety, feel a sense of pressure, and lack awareness that their thinking is limiting their potential. Without resilience, they’re unable to focus or use their time properly, get frustrated, and disengage, which leads to burnout. Two-thirds (66 percent) experience more negative than positive emotions; 54 percent have increased risk of anxiety; 27 percent have increased risk of depression; and 37 percent are managers.
What opportunities are in store for them? ” Strivers are brimming with untapped potential. They have a growth mindset full of meaning and purpose, and they desire innovation, risk, and learning,” the authors write. “How can you support them? Give them ample opportunities to learn, grow, and seek new challenges. However, it’s critical to help them learn how to change their stressful thought patterns and manage their anxiety.”
5. Stressed superstars
Some folks want to do it all, but their high-wire act comes with a cost: They have the highest work-life conflict, which drags on their full potential. While they have low absence and depression rate and 79 percent report strong emotional control, 100 percent report time and work-life conflict. More than a third (38 percent) are managers.
What opportunities are in store for them? “They’re highly agile and resilient, natural leaders who thrive in an environment of change and opportunity,” the authors write. “They identify with their work and are the most committed to ongoing learning and creatively adapting. Their positivity, self-confidence, focus, problem-solving skills, and empathy make them feel like they can do it all. How can you support them? Help Stretched Superstars uncover the thinking patterns and inner conflicts that fuel their time-management stress.”
6. Change masters
Workers with this persona are “the benchmark all others should strive toward.” Three-quarters (75 percent) see the purpose in their work; 66 percent have strong networks; 91 percent report strong problem-solving skills and 39 percent are managers.
What opportunities are in store for them? “A combination of high adaptivity and strong resilience skills means they have the cool, calm, collected attitude to manage stress and challenges while still embracing innovation and delivering high performance,” the authors write. “How can you support them? Since Change Masters are deeply human with strong empathy and interpersonal adaptability, providing opportunities to coach and lead teams will benefit not only this group but all others.”
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