POST FALLS — Dr. Sam Jennings knows how to recognize employee burnout, and not just because of his academic work.

Jennings has felt it himself.

Several years ago, Jennings, a local leadership and business coach who founded 360 Clarity, was working in a different field in South Dakota. While walking to his office one winter morning, he realized he was not at all looking forward to the day. He was only going through the motions.

Imagining things that could happen that would allow him a break from work like getting the flu or slipping and breaking his leg came to mind, he said during a presentation Monday for the Post Falls Chamber of Commerce.

Acutely aware that “pseudo wishing for an injury” to get out of work was a bad place to be, it was a classic sign of burnout.

The American Psychological Association stated that following a work and well-being study last year, 79% of employees surveyed reported symptoms of stress and burnout.

There are many reasons burnout is so prevalent.

Current labor shortages create an environment where fewer employees are carrying a larger workload than they normally would, Jennings said.

Resume Builder estimates that in 2022, about 32% of U.S. workers will quit their jobs or start fresh in a different industry. High employee turnover creates a chaotic and unpredictable work environment, further exacerbating the problem of employee dissatisfaction.

Recognizing the signs of impending burnout can prevent the downward spiral and the loss of good employees.

Employees usually start a new position and experience what Jennings calls “the honeymoon phase.” After time, they come to understand the reality and limitations of the position they’ve accepted.

Employees may adapt during this stage, he said, finding a state of balanced maintenance and satisfaction in the job, which can lead to a long-term, steady employment situation. Or they may find that “adaptation doesn’t come so easily.”

For business leaders, Jennings recommends a laser focus on employee satisfaction.

Often those in a supervisory position respond with “They’re not happy. What’s wrong with them?” Jennings said.

Typically when workers are dissatisfied, higher pay or taking a vacation won’t solve the problem. Burnout is connected to a variety of issues and isn’t just someone “having a bad day,” Jennings said.

Workers may be “falling out of love” with their jobs if: they aren’t excited about work anymore; they're only putting in enough effort to avoid being fired; performance is suffering (missed deadlines, errors); they're totally exhausted or there is an increase in physical ailments (insomnia, chest pain, fatigue, upset stomach).

Leaders often experience these symptoms and the burnout effects can “trickle down,” affecting the entire workplace culture, Jennings said.

An assessment of seven key factors related to job satisfaction can help determine the presence of or level of burnout:

*Learning opportunities connected to the position

*Co-worker relationships

*Involvement in policy decision making

*Clear job expectations

*Freedom from paperwork and red tape

*Stress levels involved in client/customer interaction

*Personal recognition.

“We’ve just got to be honest with ourselves,” Jennings said. “We don’t want to believe that we’re dissatisfied or unhappy. And that maybe it’s a touch out of our control.”

Signs that employees are reaching a state of burnout can be as simple as recognizing that someone has an inability to concentrate, or is easily angered, upset or cynical.

Many burnt-out workers will simply disengage because they're feeling alienated, Jennings said. When that happens, supervisors often don't have the opportunity to engage with workers until they suddenly quit.

Lt. Brian Harrison with the Post Falls Police Department said the stress involved in client interactions is a huge issue for officers and staff.

“Law enforcement is notorious for burnout. We’re experiencing some of the same economic things, short staffed in multiple divisions so (there's) mandatory overtime. A lot of layers are building up for a lot of people,” Harrison said. “No one calls us because they’re having a good day.”

Jennings coaches business leaders to engage with unhappy employees. Ask them questions. When they reply with “I’m fine,” keep prodding, Jennings said.

Asking employees what their favorite and least favorite parts of the job are, how supervisors can support them, or what supervisors can do less of in order to support them, are part of the vital conversations that can prevent burnout.

An important part of creating high job satisfaction is cultivating a good relationship with the boss or supervisor, Jennings said.

“The opposite of burnout is exactly what you want,” Jennings said. “Increasing engagement, motivation and job satisfaction.”

Jennings works with business leaders, teaching them to recognize the red flags that lead to burnout. His mission is to “influence corporate culture” and make job satisfaction the norm for most employees.

Jennings and 360 Clarity can be reached at 360-Clarity.com, or by calling (208) 261-2117.