Episode 22: Confronting Burnout as HR/OD Professionals

06/08/21 • 19 min

Bob’N Joyce discuss the pervasive issue of employee and organizational burnout. Once a taboo topic, the pandemic has exposed that it is a real condition, that left unaddressed, devastates individuals, teams, and entire organizations. Rethink the responsibilities of employers to their employees amidst changing priorities. Discover how employers can promote resilience.

In this episode, we cover:

• The role HR/OD plays in confronting burnout
• Helpful tips on how to detect burnout
• Actions to take when you are in burn out
• Interventions to expose and heal organizational burnout

In this episode, we cover:

• The role HR/OD plays in confronting burnout
• Helpful tips on how to detect burnout
• Actions to take when you are in burn out
• Interventions to expose and heal organizational burnout

Previous Episode

Episode 21: Seeing Through the Bramble of Internal OD Work

OD practitioners wear a lot of hats. In this episode, Bob’nJoyce sort through these many hats using the Global OD Model developed by ODN. This model defines the discipline of organizational development and assesses areas for professional development.

We discussed:
• The multi-faceted work of an OD professional working inside a company and the richness of the work as well as the complexity of the many hats worn when working inside.
• The work we have done that fits under each segment of the Global OD Model to show the benefit of having a model that provides grounding for both the OD leader and the company
• The benefit of the model to serve as a kind of “you are here” map that helps both the practitioner and the company to understand the work and give context.

Next Episode

Episode 23: Guided Imagery – A Powerful Alignment/Visioning Tool

In this episode, Bob 'n Joyce share how the use of guided imagery helped kick off a profound culture shift in the Hannaford Supermarkets of New England.

They discuss:

a specific script of a guided imagery they used with large groups of food retailers to initiate the co-creation of a vision introduced by the new CEO
Talk about how a radical method worked and why the CEO was bold enough to give it a try
How the use of large groups of up to 350 people managed to be productive and galvanizing (involving over 2500 people!)