İK İçgörüleri • 8 DAKİKALIK OKUMA
How to Prevent Employee Burnout and Improve Satisfaction
APR 8, 2026
Burnout is not a personal failing: it is an organisational problem. Here is how HR can identify it early and create the conditions that prevent it.
Tükenmişliği anlamak
Tükenmişlik, Dünya Sağlık Örgütü tarafından, başarıyla yönetilemeyen kronik iş yeri stresinin sonucu olarak ortaya çıkan bir sendrom olarak tanımlanır. Üç boyutu şunlardır: bitkinlik, işten uzaklaşma veya işten kopma ile birlikte alaycılık ve azalmış mesleki etkinlik. Sıradan yorgunluktan, iyi bir gece uykusu veya hafta sonu tatiliyle düzelmemesi bakımından ayrılır. Tükenmişlik genellikle aylar içinde gelişir ve önceden fark edilebilen uyarı işaretleriyle başlar: sürekli aşırı çalışma, keyif kaybı, artan alaycılık ve düşen performans.
İK'nın ele alması gereken örgütsel nedenler
Individual coping strategies, meditation apps, and wellbeing webinars do not address the organisational causes of burnout. Research by Christina Maslach identifies six: excessive workload, lack of control, insufficient reward, poor community, unfairness, and a values mismatch. HR interventions that reduce burnout address these root causes: right-sizing workloads, giving employees meaningful autonomy, ensuring recognition is timely and specific, building team cohesion, applying policies consistently, and hiring for genuine cultural alignment.
Bunu erken fark etmek
The early indicators of burnout are visible in people data before an employee reaches crisis point. Rising absenteeism, particularly on Mondays and Fridays, is a classic signal. Declining engagement scores in pulse surveys. A drop in performance ratings in someone who was previously a high performer. An increase in errors or missed deadlines. A manager who is sensitive to these signals and has a trusting relationship with their team members is the most valuable early warning system. Train managers to notice and name these changes and to initiate a supportive conversation rather than waiting for a formal absence.
