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Learn more about resilience?Then read on here!

In this article:

Patrick

Sit Less, Move More

We all know that exercise is important for our health. Yet, many people still don’t move enough. In fact, the WHO officially declared physical inactivity a global pandemic in 2012. Prolonged sitting poses various health risks, including type 2 diabetes and obesity.

The recommendation is to interrupt sitting every half hour. Even a brief 5-minute break can make a significant difference. Here are three tips to help you incorporate more movement into your work routine:

1. Stand During Meetings

If you have a meeting that lasts longer than half an hour, try standing occasionally. This might feel awkward at first, so discuss it with your colleagues and agree that it’s acceptable. An added benefit: standing up and moving around can boost your creativity!

2. Rethink Coffee and Drink Runs

If you’re used to getting coffee or drinks for each other, consider changing this habit. Instead of fetching drinks for everyone, walk by yourself or with a colleague. Discuss this change with your team and emphasize that it’s not about being selfish but about helping each other reduce sitting time.

3. Evaluate Video Calls

Before starting a video call, ask yourself if it’s truly necessary. For many short calls, a phone call while walking can be just as effective. This way, you can stay active and still communicate effectively.

Additional Tips

  • Take the Stairs: Opt for stairs instead of elevators whenever possible.
  • Bike or Walk to Work: If feasible, consider biking or walking instead of driving.
  • Go for Walks During Breaks: Use break times to take a short walk.
  • Park Further Away: Choose a parking spot that requires a bit more walking.
  • Use a Standing Desk: Incorporate standing periods into your workday with a standing desk.

These small changes can make a big difference in your overall activity level. Consider using a pedometer to track your movement patterns and stay aware of your activity.

Good Night!

Sleep is a magical time when our body and brain recover from the demands of the day. It’s when we renew cells, repair muscles, and consolidate memories. Without sufficient sleep, we can become irritable, stressed, and exhausted. Our problem-solving, learning, and concentration abilities decline, and let’s face it, no one enjoys dealing with a cranky coworker!

Here are some tips for a good night’s sleep:

1. Establish a Sleep Routine

Train your body to relax by going to bed and waking up at the same time every day. This helps regulate your internal clock and makes it easier to fall asleep.

2. Avoid Screen Time Before Bed

The blue light emitted by phones and laptops can interfere with melatonin, the sleep hormone. Put down your devices and give your brain time to unwind before heading to bed.

3. Moderate Caffeine and Alcohol Intake

Excessive caffeine and alcohol can disrupt your sleep. Try to limit your intake, especially in the evening, to avoid interrupting your rest.

4. Exercise Regularly

Regular exercise can improve your sleep quality. However, avoid working out too close to bedtime, as it might energize you and make it harder to fall asleep.

5. Write Down Your Worries

If your mind is racing with thoughts, write them down before bed. This can help you release concerns and relax more easily.

Don’t Feel Like It? Make It Make Sense!

We’ve all been there: you decide to change something about your lifestyle, such as eating healthier or exercising more. Initially, things are going well. However, over time, your motivation wanes, and you find yourself slipping back into old habits. What can you do about it?

First, recognize that motivation is often overrated. While it’s great to have, you can still succeed without it. How? By building a habit!

Your brain loves habits. It prefers routine and minimal mental effort, so once something becomes a habit, you don’t need motivation to do it—you just do it. Think about brushing your teeth. You probably do it every morning and evening without considering whether you’re motivated. It’s just a habit.

Here are 10 tips to help you successfully build a new habit:

1. Choose an Achievable Habit

Start with a small, realistic habit that you can easily incorporate into your daily routine. Successfully maintaining a small habit can motivate you to tackle larger goals.

2. Set a Clear Goal

Formulate a specific and measurable goal for your habit. Clear goals help you stay focused and track your progress effectively.

3. Make a Plan

Plan how to integrate the habit into your daily life. Decide when, where, and how you will perform the habit.

4. Link to an Existing Habit

Attach your new habit to an existing one. This makes it easier to incorporate into your routine. For example, if you want to stretch every morning, do it right after brushing your teeth.

5. Use Reminders

Set reminders on your phone or place notes in strategic spots to prompt you to perform your habit.

6. Start Small

Begin with a small amount of time or effort and gradually increase it. This approach helps avoid feeling overwhelmed and improves your chances of success.

7. Keep Track of Your Progress

Use a journal, app, or simple checklist to monitor your progress. Seeing your progress visually can motivate you to keep going.

8. Reward Yourself

Plan small rewards for successfully sticking to your habit. Rewards reinforce positive behavior and make the process more enjoyable.

9. Involve Others

Share your habit goals with others and seek their support and encouragement. A support system can help you stay motivated and accountable.

10. Be Patient and Gentle with Yourself

Building a habit takes time and effort. Don’t expect perfection. If you slip up, be kind to yourself, learn from it, and keep going. Consistency is key.

Remember, establishing a habit requires time and perseverance. Stay focused, be determined, and don’t give up. Your efforts will eventually pay off, and the habit will become a natural part of your daily routine.

Good luck!

Make Mistakes

In life, we are often encouraged to chase success and avoid mistakes. This is a significant oversight. In reality, making mistakes is a crucial ingredient for personal growth and success!

Firstly, making mistakes is a natural part of being human; everyone makes them. But here’s the secret: mistakes are not the end of the world; they are just the beginning. Every mistake presents a valuable opportunity to learn, grow, and come back stronger.

Allowing ourselves to make mistakes helps us discover our limits and identify areas for improvement. We learn about our weaknesses and, more importantly, uncover our strengths. This process fosters courage and resilience in the face of challenges.

Mistakes also pave the way for creativity and innovation. Some of the greatest inventions and breakthroughs have resulted from what were initially seen as mistakes. As Thomas Edison famously said, “I haven’t had failures. I just found 10,000 ways that didn’t work.” Each so-called “mistake” was a step closer to his ultimate success.

Embracing mistakes encourages us to step out of our comfort zones and take risks. Fear of making mistakes often keeps us in a safe but limited space. When we take risks, however, we open ourselves up to unexpected opportunities and growth that we might not have discovered otherwise.

It’s time to break the stigma around making mistakes and view them as valuable tools for progress. Don’t fear making mistakes; fear standing still. Learn, grow, and explore your potential. You’ll be amazed at what you can achieve when you embrace the power of making mistakes. Remember, making mistakes is not the end; it is the beginning of something wonderful.

Meaning in Life

A life lacking meaning can lead to feelings of emptiness and purposelessness, which in turn can result in stress, depression, and diminished resilience. Meaningfulness provides us with a guiding compass, an inner fire that drives us forward and offers fulfillment. So, how can you experience more meaning in your life?

1. Discover Your Passions and Values

Reflect on what truly matters to you. What are your passions, and what do you believe in? Identifying these can help you align your actions with your core values.

2. Find Meaning in Your Work

Connect your work to a higher purpose. Understand how your contributions positively impact others and how they contribute to a larger goal. This perspective can infuse your work with a sense of meaning.

3. Give Back to Others

Helping others can provide a profound sense of purpose. By making a positive impact on the lives of those around you, you become more aware of your influence on the world.

4. Look for Learning Moments

View challenges as opportunities for growth. Even in difficult situations, seek out the lessons that can enrich and strengthen you. Embracing these lessons can enhance your sense of purpose.

5. Create Meaningful Relationships

Connect with others on a deeper level. Build and nurture relationships that support and inspire you. Meaningful connections can provide emotional support and enrich your life.

6. Live in the Moment

Be present and aware of your surroundings. Take time to enjoy the small things and appreciate the beauty in everyday life. Living in the moment can enhance your overall sense of meaning.

7. Strive for a Healthy Balance

Maintain a balance between work, rest, and relaxation. Allocating time for yourself is crucial for experiencing and maintaining a sense of meaning.

Ask Yourself the Right Questions

Discovering your passion might sometimes seem abstract, but it’s crucial for experiencing more meaning in life and increasing resilience. To uncover what truly excites you, start by asking yourself some insightful questions:

1. What Touches My Heart?

Reflect on the activities, topics, or issues that evoke a strong emotional response. What makes you feel happy, angry, sad, or excited? These emotional triggers can point you toward your passions.

2. Where Do I Lose Track of Time?

Identify activities that completely absorb you, making you lose track of time while you’re engaged in them. These pursuits might be clues to your true passion.

3. What Inspires Me?

Consider the people, books, movies, artwork, or accomplishments that inspire you. What do you admire and why? Understanding what inspires you can reveal your passions.

4. What Are My Natural Talents?

Recognize the skills and talents that come naturally to you. Often, we are drawn to activities we excel in, so your talents can help identify your passion.

5. What Are My Values?

Think about the principles and values that are important to you. Your passion may be closely tied to what you consider fundamental and meaningful.

6. What Am I Dreaming About?

Imagine what you would do if all constraints were removed. What dreams do you cherish? Exploring these aspirations can help clarify your passions.

7. What Makes Me Feel Energized?

Pay attention to the activities that energize you rather than drain you. Your passion is likely something that excites and motivates you.

8. What Would I Do If Money Didn’t Matter?

Consider how you would spend your time if financial concerns were irrelevant. What activities or pursuits would you choose? This can provide insight into your true interests.

9. What Are My Favorite Childhood Memories?

Look back on your childhood and recall the activities you enjoyed. These memories can offer clues to your passions and interests.

10. What Am I Curious About?

Explore the topics or areas that spark your curiosity and make you want to learn more. Curiosity can often lead to discovering your passion.

Remember, discovering your passion is a process that takes time and self-reflection. Allow yourself the space to explore and experiment. Be open to new experiences and continue to ask yourself these questions.

Or read these books

The Ladder – Ben Tiggelaar Changing behavior using a very simple model.

Socrates on Sneakers -Elke Wiss The art of asking good questions.

Tiny Habits – BJ Fogg A simple way to create new habits.

Never Too Busy Again – Tony Crabbe A tidy head in a crowded world Happy Life 365 – Kelly Weekers The no-nonsense mindset for a more enjoyable life.

The Power of Choice – Kelly Weekers The questions I ask myself to keep choosing what makes me happy You’re already enough – Thijs Launspach Mentally healthy in a crazy world Feet in the socket – Gwen van Poorten #metznallen tastier life The courage of imperfection – Brene Brown Let go of who you think you have to be

Project Healthy – Natalia Rakhorst Losing weight with healthy and especially delicious food How To Stop Worrying And Start Living – Dale Carnegie About Fun In

Life Born to Be Good – Dacher Keltner The Science of a Meaningful Life The Subtle Art of Not Giving a F*ck – Mark Manson A Counterintuitive Approach to Living a

Good Life Mindgym, gym for your mind – Wouter de Jong In 12 weeks more focus, peace and energy Master Your Mindset – Michael Pilarczyk Live your most beautiful life

Or listen to these podcasts

DRIVE Podcast – Mark Tuitert https://marktuitert.nl/podcasts/

About Routines – Arie Boomsma https://podcastluisteren.nl/pod/Over-Routines

The Ben Tiggelaar Podcast – Ben Tiggelaar https://www.bnr.nl/podcast/ben-tiggelaar-podcast

How do I live to be a happy and healthy 100? – Milou Turpijn https://open.spotify.com/episode/6zGDAPQtI2I6mUT4kuZuSk?si=-gOgUzZZRyWNiaGxIqynvQ&nd=1

OERsterk Podcast – Drs Richard de Leth https://podcastluisteren.nl/pod/OERsterk-Podcast-met-drs-Richard-de-Leth

How are you like this? – Thijs Launspach https://dagennacht.nl/serie/hoe-ben-je-zo/

#METZNALLENdepodcast – Gwen van Poorten https://metznallen.nl/podcast/

The Podcast Psychologist https://podcastluisteren.nl/pod/De-Podcast-Psycholoog

2024-09-16T10:18:10+00:00
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Want to learn more about workload? Then read on here!

In this article:

Patrick

The Role of Character in Workload

Character traits can significantly impact workload and the ability to manage it effectively. Traits such as perfectionism, sensitivity, sub-assertiveness, evidence-driven behaviors, insecurity, and a strong need for appreciation can lead individuals to push beyond their limits or fail to recognize those limits.

Addressing Character Traits in the Workplace

So, what should an organization do about these character traits? Should you avoid hiring individuals with such traits? Fortunately, that’s not necessary. Instead, organizations can help employees manage and balance their character traits to ensure they work for rather than against them.

Here’s how organizations can address and support different character traits:

  1. Understanding Character Traits: Recognize that traits like perfectionism or a strong need for approval can sometimes lead employees to overextend themselves. It’s important to understand these traits and their potential impact on workload.
  2. Providing Support: Offer support and guidance to employees with these traits. For instance, someone with high standards might need clear, achievable goals and feedback to avoid setting themselves up for undue stress.
  3. Addressing Organizational Factors: Certain organizational conditions can exacerbate these traits, leading to an imbalance. For example:
    • Lack of Job Security: Employees without permanent contracts may feel the need to prove themselves constantly, leading to excessive stress.
    • High Autonomy and Freedom: While autonomy is valuable, it can also tempt employees to overwork themselves if not managed properly.
    • Recognition Only for Over-Performance: When appreciation is only given for exceptional performance, employees may feel compelled to continuously overperform, which can be unsustainable.
    • Poor Relationship with Supervisors: A strained relationship with a supervisor may lead employees to work harder to prove their worth, increasing their workload unnecessarily.

Strategies for Managers

As a manager, it’s crucial to understand the characteristics and needs of your team members. Here’s how you can support them effectively:

  1. Know Your Team: Gain a deep understanding of each team member’s character traits and how they might influence their workload and stress levels.
  2. Use Personality Assessments: Consider using personality tests to gain insights into your team’s characteristics. These tools can offer valuable information and foster more meaningful discussions.
  3. Address Organizational Factors: Be mindful of how organizational culture and practices might impact employees with certain traits. Work to mitigate factors that may exacerbate their challenges.
  4. Promote Balanced Work Practices: Encourage balanced work practices and provide support to help employees manage their workload in a healthy way. Recognize and address any risks that could lead to an imbalance.

By understanding and addressing the role of character in workload, organizations can create a supportive environment that helps employees thrive and maintain a healthy balance.

Be Alert to Signals

Before you can apply effective coping strategies, it’s crucial to recognize the signs of an imbalance. Unfortunately, this is where many people falter. Complaints are often not given enough attention, and they may be overlooked as symptoms of something more significant. Managers and colleagues sometimes fail to spot these signs as well.

Recognizing the Signs

Education is the first step toward addressing this issue. As a manager, it’s essential to foster a trusting environment where you truly understand your employees and engage in regular conversations with them. If you notice that someone has been unusually short-tempered or distressed over several days, take the initiative to check in with them. Simply asking how they’re doing can make a significant difference.

Building Trust

The more open you are as a manager, the more likely your employees will be to share their concerns with you. Building a trusting relationship encourages employees to speak up about their challenges, allowing you to provide support before issues escalate.

Want to Learn More?

For additional information on recognizing and addressing stress-related issues, visit Mind’s guide on stress, overstimulation, and burnout.

 

Rest and Reflection

Rest is crucial for recovery and returning to balance. It also provides valuable time for reflection. During periods of rest, you can take a step back to understand your feelings, thoughts, and the situation that led to imbalance. This self-awareness helps in identifying why you experienced an imbalance and in developing strategies to prevent it in the future.

To facilitate rest and reflection, it’s important to build regular breaks into your routine. Organizations can play a key role in this by emphasizing the importance of taking breaks and managing work hours effectively. If you notice that an employee is consistently working long hours or evenings, initiate a conversation about their workload and rest.

Actively check in with colleagues to ensure they have sufficient time for rest and reflection. Support them in creating a more balanced and regular work routine. Encouraging this approach not only helps prevent burnout but also promotes overall well-being and productivity.

Ignorance Among Young People

Young people are often more prone to burnout, and several factors contribute to this:

  1. Phase of Many Firsts: Young adults are navigating a phase filled with many new experiences, both professionally and personally. This can lead to heightened stress as they adapt to multiple changes and challenges.
  2. Limited Work Experience: With less experience, young employees may struggle to gauge their own limits and effectively manage their workload. They might not yet have developed the skills to balance demands with their capacity.
  3. Difficulty in Matching Workload to Capacity: Young individuals often lack the self-awareness and experience needed to align their workload with their personal limits. This can result in them taking on more than they can handle.

Supporting Young Employees

Organizations can play a crucial role in supporting young employees:

  • Regular Check-Ins: Frequently assess their workload and ensure it aligns with their capacity. Offer support and make adjustments as needed.
  • Encourage Reflection: Provide opportunities for young employees to reflect on their experiences and workload. This can help them understand their limits and develop better coping strategies.
  • Mentorship and Guidance: Offer mentoring and guidance to help young employees build resilience and work-life balance.

By actively supporting young employees and addressing these challenges, organizations can help prevent burnout and foster a healthier, more productive work environment.

Work Smarter, Not Harder

Working harder isn’t always the best solution. In fact, it can sometimes be counterproductive. Instead, focus on working smarter. Here’s how:

Set Priorities
Begin each day by identifying and prioritizing the most important tasks. Create a to-do list and rank tasks in order of importance. This keeps you focused and ensures that critical tasks are completed first.

Avoid Distractions
Minimize distractions in your work environment. Maintain a tidy workspace, turn off unnecessary notifications, and schedule specific times to check emails. This helps maintain concentration and productivity.

Work in Blocks
Use time blocks for focused work, followed by regular breaks. The Pomodoro Technique (25 minutes of work followed by a 5-minute break) is effective for boosting productivity and maintaining focus.

Delegate Tasks
Delegate tasks to others and trust your team to handle them. This not only balances the workload but also supports the development of your colleagues.

Automate Repetitive Tasks
Implement automation for routine tasks. Use automated email responses, templates for common documents, and automated reporting to save time and reduce errors.

Learn to Say ‘No’
Recognize that not every task or project needs immediate attention. Politely decline additional projects or meetings that do not align with your key objectives. This helps conserve your time and energy.

Hold Short Meetings
Meetings can often be time-consuming. Keep them brief and focused by setting a clear agenda and adhering to it. Consider standing meetings to keep everyone engaged and shorten the duration.

By applying these strategies, you can work more efficiently and effectively, ultimately enhancing both productivity and job satisfaction.

Or read these books

The Ladder – Ben Tiggelaar
Changing behavior using a very simple model.

Socrates on Sneakers -Elke Wiss
The art of asking good questions.

Tiny Habits – BJ Fogg
Easy way to create new habits.

Focus on/off – Mark Tighelaar
Close the 4 concentration gaps and get more done in a world full of distractions.

GRIP – Rick Pastoor
The secret of smart working

Never too busy again – Tony Crabbe
A tidy head in a crowded world

Saving time-Every day at 3 p.m. – Bjorn Deusings
From busy to productive and more restful

Or listen to these podcasts

Manage your energy – Ben Tiggelaar Podcast
https://www.bnr.nl/podcast/ben-tiggelaar-podcast/10492853/werktip-ben-tiggelaar-manage-je-energie

Why you need to work on your energy before it’s too late – Ben Tiggelaar Podcast
https://www.bnr.nl/podcast/ben-tiggelaar-podcast/10491645/waarom-je-aan-je-energie-moet-werken-voor-het-te-laat-is

Mark Tigchelaar on Focus – DRIVE Podcast
https://marktuitert.nl/podcast/drive-18-mark-tigchelaar-focus-aan-uit/ Elke Wiss on Asking Good Questions – DRIVE Podcast
https://marktuitert.nl/podcast/drive-31-elke-wiss-goede-vragen-stellen/

What energy type are you?
Manage your energy – Vitality podcast
https://thebodypractice.nl/podcast/38-welk-energietype-ben-jij-zo-manage-je-jouw-energie/

Less workload?
Then stop here – Vitality Podcast https://thebodypractice.nl/podcast/32-miniserie-1-5-minder-werkdruk-stop-dan-hiermee/

2024-09-16T10:48:03+00:00
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What is the workload monitor like and how do I analyze the results?

In this article:

Patrick

Within your organization, the Integron workload monitor has been applied. This questionnaire roughly consists of four parts:

  • The current workload experience
  • KPIs such as enthusiasm (eNPS)
  • Job demands and job resources
  • Energy givers and energy consumers

You’ll find the results in your dashboard. We’ll go through them one by one and explain directly how to analyze the results.

Current Workload Experience

Naturally, employees were asked to rate their current perception of workload using the following scale: much too low, too low, good, too high, and much too high.

When reviewing these results, it’s common to wonder, “Is this good or bad?” and “Is this normal?” These are valid concerns. To put your results into perspective, it’s important to have a point of comparison.

The general advice is to avoid comparing apples to oranges. Ideally, compare your results with those from previous measurements or between different departments within the same organization. This approach provides a clearer picture.

However, if such comparisons are not possible, it can still be helpful to compare your results to those from other industries. Note, though, that such comparisons are not perfect and should not be overemphasized, as they are not entirely equivalent.

Below, you will find the percentages for “much too high” and “too high” workloads by industry. This data represents a broad view—choose the information that is most relevant to your situation.

We are currently working on translating the text in the images on our website. We appreciate your patience and kindly ask you to check back later for the updated content.

KPI’s

The workload monitor also assessed several KPIs, including enthusiasm (eNPS), pride, engagement, and application behavior. You can find explanations for these metrics below.

Before diving into the details, here’s an important note:

In your dashboard, you can compare employees who perceive their workload as good, too high, and much too high. This comparison is particularly useful for understanding the impact of workload on KPIs like enthusiasm. However, this comparison is valid only if there are at least 5 respondents in each group.

In our analysis within Working Netherlands, we observed that employees who view their workload as good are generally more enthusiastic (as indicated by eNPS), more proud, and more engaged with the organization compared to those who see their workload as too high or much too high. This indicates that workload significantly affects employees’ enthusiasm, pride, and commitment.

Additionally, our surveys reveal a clear correlation with absenteeism. Among employees who consider their workload to be good, only 7% reported being sick for more than 10 days in the past year. For those who find their workload too high, this figure nearly doubles to 13%. The percentage is even higher for employees who perceive their workload as much too high, reaching 19%.

Employees with excessive workloads not only have higher rates of absenteeism but are also more likely to leave the organization. Specifically, 69% of employees with a much too high workload plan to apply for jobs at other organizations within the coming year. For those with a too high workload, the percentage is 44%, while only 27% of employees with a good workload are considering leaving.

It is clear that enthusiastic, proud, and engaged employees are crucial for a successful organization. High absenteeism and turnover can incur significant costs. Therefore, it’s essential to recognize and address the impact of workload on these factors.

Employee Net Promoter Score (eNPS)

Globally, the Employee Net Promoter Score (eNPS) is a widely recognized method for measuring employee enthusiasm within an organization. The eNPS provides insights into employee enthusiasm using a single question:

“How likely would you be to recommend the organization as an employer to acquaintances?”

The underlying idea is that if employees are enthusiastic about their employer, they are likely to recommend it to friends and family.

The eNPS is measured on an 11-point scale, ranging from 0 (very unlikely) to 10 (very likely). Based on their responses, employees are categorized into three groups:

  • Promoters (Scores of 9 or 10)Promoters are highly enthusiastic employees who actively recommend your organization to others. They are ambassadors of the organization, radiating inspiration and enthusiasm. These employees are often the driving force within your organization, open to change, and contribute to its growth. They proudly share their positive experiences and generally have low turnover and absenteeism. In short, promoters bring contagious energy and drive growth!
  • Passives (Scores of 7 or 8)Passives are neutral in their perceptions. They are satisfied but not particularly enthusiastic. They do not actively recommend the organization but also do not speak negatively about it. Compared to promoters, passives show lower pride and commitment and have higher turnover and absenteeism rates.
  • Detractors (Scores of 6 or below)Detractors are not enthusiastic and are usually dissatisfied with the organization. They often feel their needs are not addressed and are unlikely to show enthusiasm even with changes. Detractors are more likely to speak negatively about the organization, exhibit low pride and commitment, and have high absenteeism and turnover rates. Essentially, detractors demonstrate disengagement.

The eNPS is calculated as the difference between the percentage of promoters and detractors. This score indicates whether there are proportionally more promoters or detractors within the organization.

To better understand the reasons behind employees’ recommendations, a follow-up question is often asked based on their initial response.

Job Demands and Job Resources

The Integron workload monitor is based on Bakker & Demerouti’s well-established Job Demands & Resources (JDR) model. This model refines the concepts of carrying capacity and carrying load into the more specific terms of job demands and job resources.

  • Job Demands refer to the various aspects of a job that require sustained effort and can lead to strain if not managed well. They are essentially the task demands placed on you by your job.
  • Job Resources are the physical, psychological, social, and organizational aspects that help you achieve work goals, reduce job demands, and stimulate personal growth and development. They can be seen as the energy sources you need to handle job demands effectively.

An imbalance between job demands and job resources can result in increased workload and stress.

Job Demands and Job Resources: What They Are

Scientific studies indicate that job demands and resources can vary widely depending on the industry, organization, and individual. They can even overlap, with a job resource sometimes becoming a job demand and vice versa. Despite this variability, studies generally agree on several key factors that impact workload. These factors were rated by employees based on their experience and the importance of each item:

  1. Knowledge to do the job
  2. Skills to do the job
  3. Physical ability to handle the work
  4. Mental ability to handle the work
  5. Work-life balance
  6. Success in achieving the desired level of quality
  7. Information to do the job
  8. Variety of work
  9. Time available for work
  10. Clarity of job expectations
  11. Working environment (equipment/climate)
  12. Opportunities for development
  13. Alignment of personal and organizational values
  14. Collaboration with immediate colleagues
  15. Help and support from immediate colleagues
  16. Help and support from immediate supervisor
  17. Appreciation from immediate supervisor
  18. Feedback from colleagues/supervisor

Interpreting the Results

The JDR model suggests that for a positive workload experience, these factors should be in balance. When workload is perceived as too high, issues often arise in the following areas:

  • Personal Factors (Items 1-6): These relate to the individual employee. Although some aspects are personal, managers can influence them positively. Consider having one-on-one conversations to identify how the organization can help.
  • Work-Related Factors (Items 7-10): These factors are related to the work itself. Engage with the team to understand the issues behind low scores and collaborate on solutions. If needed, conduct additional individual discussions.
  • Organizational Factors (Items 11-13): These are related to broader organizational elements. Discuss issues with the team and coordinate with HR, Facilities, or Management to address them. Ensure to provide feedback to the team.
  • Team-Related Factors (Items 14-18): These issues involve team dynamics. Address these within the team and seek HR assistance if necessary.

Key Findings

From our research within Working Netherlands, several important insights have emerged:

  • Time Management: Employees experiencing high work pressure often report insufficient time to complete tasks, leading to longer working hours and a disrupted work-life balance. A good work-life balance is crucial for recharging and maintaining mental health.
  • Freedom and Expectations: Employees with high work pressure may struggle with setting priorities when they have significant freedom and unclear expectations.
  • Help and Support: Insufficient help from colleagues and supervisors can exacerbate workload issues, making employees feel they must handle everything on their own.
  • Appreciation: Lack of appreciation from supervisors can negatively impact motivation and self-esteem, increasing work pressure.
  • Work Environment and Feedback: Poor work conditions and insufficient feedback can further strain employees. Feedback is crucial for understanding job performance and managing workload expectations.
  • Values Alignment: A misalignment between personal and organizational values can create internal conflict, increasing work pressure.

Action Steps

To address high workload issues effectively:

  1. Clarify Expectations: Define the expected time and quality for tasks, and ensure employees know what help and support are available.
  2. Value Employees: Recognize and appreciate employees’ efforts. Personal recognition can be highly impactful.
  3. Improve the Work Environment: Assess and enhance resources, workplace conditions, and information availability.
  4. Encourage Feedback: Promote a culture of feedback through training and regular opportunities for feedback exchange.
  5. Align Values: Ensure that hiring practices and organizational values are in sync to avoid misalignment.

Priority Matrix

To further refine focus, use a priority matrix:

  • Red Spheres: Important issues with significant room for improvement. Prioritize these areas for action.
  • Green Spheres: Important issues with less room for improvement. These are your strengths to maintain.

For detailed insights into how these issues score within Working Netherlands, refer to our white paper on workload.

Energy givers and energy consumers

As we pointed out earlier, from the many scientific studies that have been done, there is no one definitive list of job demands and job resources. This can be industry-, organization- and person-dependent, and moreover, a job resource can also become a job demand at the same time. We therefore asked employees what gives them a lot of energy in their work, what costs them a lot of energy and whether this is balanced. This already gives you a good indication of how the workload is experienced. It is also often the case that when someone is too busy, he or she is not necessarily doing too much, but often doing too much of what does not give them energy.

Read the answers and discuss them with your team. What energizes the team and how can you work together to maximize and possibly increase it? What is within the team that takes a lot of energy and how can you as a team reduce this? And please note, we cannot stress it often enough, everyone is different. What gives one person energy, may cost someone else a lot. See this as an opportunity and see if you can help each other in this. Win win!

2024-09-16T14:53:18+00:00
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What is workload?

Patrick

The term “workload” has recently taken on a negative connotation. It is often viewed as the primary cause of issues like burnout, and it has almost become a taboo topic. While this perspective is understandable, it is not entirely justified. Burnout does not always begin with work pressure, and work pressure does not invariably lead to burnout.
To gain a clearer understanding, let’s first take a step back:

Burnout, overwork, and stress-related complaints often start with an imbalance between carrying capacity and load.

Carrying load refers to the demands placed on you by others or yourself—these are the tasks and responsibilities imposed by your employer, family, or self. Carrying capacity is your ability to handle these demands physically and mentally. Both of these factors are highly personal.

Think of it like this: “What goes on your plate, you must be able to eat.” Here, the plate represents your carrying capacity, and the food represents the carrying load.

You need sufficient carrying capacity to manage your carrying load effectively.

Several factors can lead to an imbalance between carrying capacity and carrying load, making it difficult to handle what’s on your plate:

  1. Reduction in Carrying Capacity: For example, if you catch the flu, your ability to handle tasks decreases because your plate (carrying capacity) is temporarily smaller.
  2. Increase in Carrying Load: If a colleague falls ill and you have to take over their tasks, the amount of work on your plate increases.
  3. Combination of Both: Sometimes, both your carrying capacity and carrying load can be affected simultaneously. For instance, if you are feeling unwell and also have to take on additional tasks due to a colleague’s illness, your plate becomes smaller while more food is added to it.

Understanding these dynamics can help in managing and addressing work pressure and preventing burnout.

The causes of reduced carrying capacity and/or increased carrying load can stem from various sources—work-related issues, personal situations, or a combination of both. For instance, if a colleague falls ill, this might be compounded by personal factors such as buying a house and having to manage a move alongside your job.

When an imbalance develops, your body sends various signals. These can include physical symptoms like headaches, fatigue, back pain, neck pain, and shoulder pain. Often, these symptoms lead to short-term absenteeism.

There are also mental signals to be aware of, such as excessive worrying, irritability, or forgetfulness. These signs indicate that your brain is running low on energy and needs time to recharge.

While these signals are not immediately catastrophic, they are a clear indication that action is needed. It’s “five to twelve”—a critical moment where you must address the imbalance appropriately.

In technical terms, this means applying the right coping strategy. The most effective strategy in this case is to take time for rest. Immediate action is not the solution—rest and recovery are crucial.

Rest allows you to recharge and regain balance. If you neglect this and continue to push through, the imbalance will not only persist but may worsen over time. This gradual escalation can eventually lead to burnout, where your body essentially shuts down.

Think of it like a car: when the fuel light comes on, it’s time to stop and refuel (or recharge, in 2024 terms). Ignoring this warning and continuing to drive will eventually leave you stranded—just as neglecting rest will leave you feeling overwhelmed and exhausted.

Thus, work pressure cannot simply be labeled as the sole culprit behind all forms of distress. This perspective is too simplistic because:

  • When your workload is high but still manageable within your carrying capacity, no imbalance occurs.
  • The causes of reduced carrying capacity and/or increased carrying load can be work-related, but they can also be personal, or more likely, a combination of both.
  • An imbalance itself is not inherently problematic. The issue arises when this imbalance is not addressed and persists over time.

So, why do we keep focusing on workload and work-life balance? Workload and work-life balance are merely aspects of burden and carrying capacity—they do not represent the entire picture. However, this focus is not without merit.

Workload and work-life balance are significant components of the overall story. For many people, work occupies a substantial part of their waking hours, second only to sleep. For the average adult, work is a major part of life. Consequently, the balance you experience at work (i.e., your workload) plays a crucial role in determining your overall balance between carrying capacity and carrying load.

2024-09-16T10:22:27+00:00
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Successfully getting started with the results

In this article:

Patrick

You’ve analyzed the results, time for action. The only thing that has actually happened so far is a measurement. Just like a family doctor taking a quick measurement of your blood pressure. This measurement is important and also certainly necessary to see how healthy you are and part of the diagnosis, but this blood pressure monitor itself is not going to make you better. The actions that follow from it will.

It’s important to consider the bigger picture when implementing changes based on survey results. Using the metaphor of a family doctor, think of it as following a treatment plan to achieve overall health. Just as you wouldn’t take medication merely because the doctor prescribed it or because the blood pressure monitor gave a reading, you shouldn’t act on survey results simply because they’re part of a process or because someone in the organization requested it.

Understand the broader goal: What is your organization ultimately aiming to achieve? Conducting and following up on a survey is a means to an end, not an end in itself.

So, how do you approach this effectively? There’s no one-size-fits-all solution. Below, we provide some general steps and tips that are often effective. However, the actual success will depend on your specific situation. For personalized guidance, we recommend scheduling a consultation with Integron.

Getting Started on Two Levels

When addressing research findings, it’s essential to work on two levels: the individual/customer level and the organizational/structural level.

Customer/Individual Level

Engage with the Customer
Have the customer manager discuss the feedback with the customer. Understand the specific issues that could be improved for this particular customer. Focus on the smaller details that can make a significant difference for them. Set realistic expectations and avoid making promises you can’t keep.

Prepare for the Conversation
Approach the conversation with the customer with an open mind. Here are some tips to ensure a productive dialogue:

    • Don’t Take Feedback Personally
      View feedback as an opportunity for improvement. Remember, it reflects the customer’s experience, not an absolute truth. Address feedback neutrally and seek to understand, not to defend yourself.
    • Act Quickly on Critical Feedback
      Address critical feedback promptly to avoid further dissatisfaction. Delays can exacerbate the problem.
    • Listen and Ask Questions
      Focus on understanding the customer’s perspective. Use open-ended questions to gather detailed insights and avoid reacting defensively. Your goal is to understand their point of view while maintaining your own.
    • Identify the Perception Behind the Numbers
      Understand the reasons behind ratings, such as a 7 or an 8. What specifically is the customer referring to? Define and address the core issues.
    • Honor Agreements and Set Expectations
      Fulfill commitments to show that you take the feedback seriously. Be transparent about what changes can be made and the timeline for implementing them.

If you need further assistance, schedule a coaching call with Integron.

Organizational/Structural Level

  1. Prepare and Set Goals
    Schedule a meeting with your team to discuss the results. Prepare by analyzing the data, creating a presentation, and setting clear goals for the meeting. Understand the larger organizational objectives behind the survey and how your actions contribute to these goals.
  2. Discuss the Results
    During the meeting, present the results, balancing positives and negatives. Engage in discussions to deepen your understanding.
  3. Determine Focus
    Identify one or two key areas to focus on. Prioritize these areas collaboratively with your team.
  4. Describe the Current and Desired Situation
    Clearly outline the current state and the desired outcome for the focus areas. Describe both accurately to create a clear picture of what needs to change.
  5. Identify the Core of the Problem
    Avoid jumping to solutions too quickly. Explore the root cause of the issues by asking “why” multiple times to understand the underlying problems.
  6. Devise Solutions and Plan Actions
    Once the core problem is clear, develop solutions and translate them into concrete actions. Be critical and ensure that each solution addresses the core issues effectively.
  7. Assign Owners and Set Deadlines
    Assign responsibility for each action item and set deadlines. The owner is accountable for ensuring the action is completed, though they need not perform it alone. Keep the issue on the agenda to ensure continued focus.

For additional support or advice, schedule a coaching call with Integron.

Tips for CX Experts

After weeks of preparation and enthusiasm, the research phase is complete. However, the real work begins now. How can you ensure that following up on the survey involves not just the sales or marketing teams, but the entire organization? Here are five tips to help you get started:

1. Inform all levels of the organization

Once you have the results, it’s crucial to share the information with the organization. Don’t keep the results to yourself any longer than necessary. Ensure that every level of the organization, at least in broad terms, understands the research outcomes. Develop a communication plan detailing who needs to be informed, what they need to know, and when they will receive the information.

2. Be transparent about the process

While not everyone needs to know all the details at the same time, it’s important to communicate openly about the process. Typically, management will be briefed first, followed by other stakeholders and eventually customers. Make sure to inform customers about the timeline and any upcoming sessions or meetings. Transparency helps set clear expectations and demonstrates that you value their feedback.

3. Put the research in the context of a higher purpose

Remember, conducting and following up on a survey is a means to an end, not the end itself. Identify the higher goals you want to achieve with the organization. Assess how the research results align with these goals. Are you on track to meet your organizational objectives based on the findings?

4. Integrate the research with existing projects and processes

The organization is likely engaged in various initiatives. Don’t let the research follow-up feel like an additional burden. Instead, connect the research results to current projects and processes. Use the insights as input for optimizing existing efforts.

5. Collaborate with others

As the expert, your role isn’t to handle everything alone. Involve employees and, if appropriate, customers in the process. Working together can enhance the effectiveness of the follow-up efforts. While you might progress faster on your own, collaborating ensures you go further and achieve more impactful results.

Need help or advice?
If you need further support or guidance, schedule a coaching call with Integron.

2024-09-17T09:17:03+00:00
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How do I analyze the results – what story do I get from the feedback?

Patrick

The survey probably asked a lot of questions of your customers, so the dashboard is now full of results. How are you going to figure this out?

Don’t worry, you don’t need to become a data analyst or clear your calendar for a week to understand the feedback. Simply follow these steps and, most importantly, engage in conversations with your customers. This will help you uncover the real story behind the feedback.

Step 1: Check the Response Rate
Start by evaluating the response rate. If only a few customers participated in the survey, keep this in mind when analyzing the results. A low response rate doesn’t mean the results are worthless. The feedback from the participants is still valuable, and you can also reach out to non-respondents to discuss their experiences.

Step 2: Review the NPS
The Net Promoter Score (NPS) provides a quick overview of your organization’s performance. Determine whether the NPS is positive or negative. Assess the ratio of promoters, passives, and detractors, and compare this year’s NPS to previous years or industry benchmarks.

Step 3: Analyze Reasons for Recommendations
Examine the follow-up answers customers provided based on their NPS responses. Understand what promoters are enthusiastic about, what improvements passives suggest, and why detractors are dissatisfied. Avoid taking negative feedback personally and look for recurring themes or common answers.

Step 4: Study the Priority Matrix
The priority matrix combines satisfaction and importance. Focus on the right side of the matrix, where the most critical issues according to customers are located. Identify the strengths (green spheres) and priorities (red spheres). Pay attention to orange spheres, which indicate areas with high improvement potential but are less critical. Check for issues transitioning from orange to red and from green to red. Relate these findings to the satisfaction ratings and compare them with previous surveys, other segments, or benchmarks.

For example, if customer service accessibility is a red sphere, it indicates a direct need for improvement. Compare the satisfaction rating for this area with past ratings to see if it has improved, declined, or stayed the same.

These steps will give you a solid initial understanding of the feedback. You can also delve into areas like competitiveness, image, satisfaction rates, and responses to open-ended questions. If you have access to results from multiple groups, repeat the steps and compare the findings.

Avoid overcomplicating the process or getting bogged down in details. Understanding every decimal point isn’t necessary; engaging with customers will provide further insights.

Need help with your analysis? Contact Integron!

2024-09-17T09:06:45+00:00
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Your results in perspective using the benchmark

Patrick

When analyzing survey results, you might naturally ask questions like, “Is this good or bad?” and “Is this normal?” These questions are valid, especially when interpreting a score like a 7, which might seem decent but warrants further examination.

To accurately assess your results, it’s essential to put them into context. In other words, you need a benchmark for comparison. The best practice is to avoid comparing apples to oranges. Instead, compare your results with historical data from previous measurements or against results from different departments within your organization. This approach provides a more accurate picture.

In cases where such comparisons aren’t possible, it’s still useful to compare your results with data from other sources, but be cautious not to place too much emphasis on these comparisons. Remember, comparing different contexts can be like comparing apples and oranges.

Below, we provide some results, including NPS and satisfaction scores (based on the standard Integron questionnaire) for B2B companies in the Netherlands, along with insights into various industries. We’re offering you a broad view of the “fruit bowl” so you can select what is most relevant to you.

Want to know more? Then download the report on customer experience in the Netherlands here.

2024-09-17T14:28:03+00:00
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Research methodology

In this article:

Patrick

To properly understand the results of the study, it is first important to know a little more about the methodology that was used.

It is important that you understand the following:

  • What the NPS® is and how it is measured.
  • The satisfaction and importance scale and its priority matrix.
  • Your organization’s position relative to competition
  • The (un)agree scale and how it is interpreted.

Net Promoter Score (NPS)

The Net Promoter Score (NPS) is a widely recognized method for measuring customer enthusiasm towards an organization. It offers insight into how likely customers are to recommend a company, based on a single question: “How likely are you to recommend our organization to friends or acquaintances?” The idea is simple: enthusiastic customers are more likely to spread positive word-of-mouth and recommend your organization to others.

NPS is measured on an 11-point scale, ranging from 0 (very unlikely) to 10 (very likely). Based on their responses, customers are grouped into three categories:

  • Promoters
    These customers score the organization a 9 or 10. They are highly enthusiastic and actively recommend your services to others. Promoters act as ambassadors, contributing to the growth of your business by bringing in new customers and maintaining loyalty. Their enthusiasm is contagious, making them key drivers of long-term success.
  • Passives
    Passives score a 7 or 8. These customers are satisfied but not particularly enthusiastic. While they aren’t likely to spread negative feedback, they also won’t go out of their way to promote your organization. Passives represent a middle ground – content but not fully engaged.
  • Detractors
    Detractors give a score of 6 or lower. These customers are generally dissatisfied and are unlikely to remain loyal to your organization. Detractors pose a risk, as they are more inclined to share negative experiences with others, which can damage your reputation.

In the Netherlands, we observe noticeable differences between these three groups. It’s essential for organizations to maximize the number of promoters while minimizing detractors to foster positive growth and maintain a strong market presence.

The NPS is the difference between promoters and detractors. So the NPS shows whether there are proportionally more promoters or detractors. To gain insight into the motives of recommendation behavior, a follow-through question is asked based on the answer. Want to know what a high NPS can get your organization?

Check out the ROI calculator here.

Satisfaction and importance

In the questionnaire, several items were presented to your customers. An example of an item is “customer service accessibility. These items all belong to a certain theme, for example “customer service.

A minimum of two questions were asked for each item:

  • Satisfaction: What is your experience with this item?
  • Importance: How important do you think this item is?

For satisfaction, a scale was used from very good to very bad. Later, these answers were converted to a score. So the scores you see in your dashboard are not literally given by customers, this is a calculation made later by Integron.

Priority Matrix

Customer satisfaction scores can be insightful, but they don’t always tell the whole story. Just because a customer is less satisfied with something doesn’t necessarily mean it’s a high-priority issue that requires immediate action. Let’s consider an example: suppose you receive a branded pen from a business partner. The pen writes well, but you don’t like the color—yellow isn’t your favorite. At the same time, you notice that contacting customer service is challenging. There are no major issues, but you’re on hold for too long, and the service representative seems unhelpful and distant.

In this scenario, a customer satisfaction survey might show that the pen is rated a 4, while customer service gets a 6. If decisions were made solely based on these scores, the company might rush to replace the yellow pens without addressing the real issue: the poor customer service. Clearly, this would miss the mark. Customer service impacts overall customer happiness far more than pen color ever could.

Some might argue, “Why not address both?” Of course, that’s possible, but in practice, improvement lists can grow quickly, often involving more significant issues than pens. How do you manage this, and where do you draw the line? The key advice is: focus on what matters most and ensure you excel at it.

The Priority Matrix helps clarify this by visualizing two key factors: importance and improvement potential.

  • Horizontal axis (Importance): As you move right, the level of importance increases. Items on the far right are considered most important by customers.
  • Vertical axis (Improvement Potential): This represents the percentage of customers who feel something is bad, very bad, or has room for improvement. The higher up on the matrix, the greater the improvement potential, meaning these are areas that need attention.

In essence:

  • Top of the matrix: These are areas customers believe need the most improvement.
  • Bottom of the matrix: These are areas that are already performing well.

All items from the customer survey are plotted on this matrix and assigned a color based on their importance and improvement potential:

  • Red: Above-average importance and high improvement potential. These are your top priorities.
  • Green: Above-average importance but low improvement potential. These are your strengths, and you should maintain them.
  • Orange: Below-average importance but high improvement potential. These are risks. Although less critical now, there’s room for improvement.
  • Blue: Below-average importance and low improvement potential. These areas should not be a focus.

The key focus should be on the red and green areas, as these reflect what customers consider most important.

Competitive performance

The survey may have asked not only about customer satisfaction and the importance of various items but also about how your organization performs compared to competitors. Customers were given three options to describe this: better, equal, or worse.

For each item in the questionnaire (such as customer service accessibility), we can determine how your organization performs relative to competitors. We then calculate the competitive performance.

Competitive performance is measured as the percentage of customers who indicate that your organization performs “better” minus the percentage of customers who indicate that it performs “worse.” The formula is:

Competitive Performance = % Better – % Worse

A higher competitive performance indicates that you are doing better relative to the competition. We use the following scale to interpret the results:

  • < 10% = No distinctiveness
  • 10% – 20% = Average competitive performance
  • ≥ 20% = Distinctive performance compared to competitors

(Dis)agree Scale

In some surveys, customers may be presented with various statements, often relating to the organization’s core values or image. Customers are then asked to indicate to what extent they agree or disagree with these statements. The following scale is typically used: completely agree, agree, neutral, disagree, and completely disagree.

The key question is: how should these results be interpreted, and when can a result be considered good? To evaluate this, we add up the percentages of customers who selected “completely agree” and “agree.”

  • If at least 60% of customers agree (either fully or partially), it generally means the statement is well recognized by the customer base.
  • If 80% or more agree, the statement is considered very well recognized.

When the percentage of agreement falls below 60%, it indicates that there’s still work to be done. The goal should ideally be to reach at least 80%, especially for statements related to the organization’s core values or image. Achieving this level of recognition ensures that these essential aspects resonate with the vast majority of your customers.

2024-09-17T11:50:11+00:00
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What is the resilience monitor like and how do I analyze the results?

In this article:

Patrick

A resilience measurement was recently conducted in your organization. The measurement instrument used was based on the Mason’s Resilience Model. Employees were presented with a variety of statements and asked to what extent they recognize them on a scale of: always, often, sometimes, rarely, never. These experiences were then translated into a rating (always = 10 to never = 1).

An average was then calculated across all questions: the average resilience score. The aim, of course, is that employees 'often' to 'always' recognize themselves in the statements. So the desired score is somewhere between a 7.8 and 10 where the higher, the more resilient so the better. Take a look at the average resilience score. Is the aspiration of at least a 7.8 being achieved? Is the score worrisome or is it in very good shape? In addition, we distinguish three zones:

Furthermore, it is good to put the average resilience score in perspective. For example, all first look at the average for the entire organization. Is this the same, higher or lower? In addition, it is also good to look outside the organization. And if this measurement has been done before, be sure to look at the development over time. Has the score increased, decreased or remained the same?

The Five Elements of Resilience

To understand areas for improvement and how the resilience score is constructed, we need to examine the five key elements of resilience. These elements are: the degree to which you experience meaning in life, the presence of positive emotions and social support, your ability to cope with adversity, and your physical condition. Let's explore these elements in detail.

Meaning in Life

Do you find meaning in your life and work? Are you living with a sense of mission? Do you take your desires and dreams seriously? Do you set goals at work? Employees who find a lot of meaning in life are generally more resilient than those who do not. Meaningfulness is influenced by a combination of faith, motivation, beliefs, values, and a sense of usefulness. Organizations can enhance meaning by fostering a transparent culture, promoting clear values, and working towards common goals.

During recruitment and selection, ensure that there is alignment between the organization's values and those of the candidate. Additionally, consider the core values of your organization and whether they match those of your employees.

Positive Emotions

How often do you feel upbeat versus down? Do you tend to see life through rose-colored glasses? Are your thoughts primarily positive, or do you lean towards negative thinking? How is the atmosphere within your organization? Do your colleagues focus on opportunities or problems? Having positive emotions is crucial for resilience.

Creating a more resilient organization involves fostering positive emotions, which can be challenging because our thoughts often lean towards negativity. Historically, focusing on negative stimuli increased our chances of survival, leading to what is known as the negativity bias. Despite our modern environment, our brains still exhibit this bias. However, awareness of this can help shift focus from the negative to the positive.

Surrounding yourself with cheerful colleagues can improve your mood. Therefore, cultivating a positive workplace atmosphere is vital. Encourage joy and fun, set a positive example, and let your own happiness be contagious.

Social Support

Do you have a reliable social network around you? Can you turn to someone when things aren't going well? Do you experience a sense of friendship at work? Are your colleagues supportive? Social support is a fundamental need, and employees with strong social networks are generally more resilient.

It’s important to have people around who can help with challenges, offer support, and motivate you. Encourage friendships by creating opportunities for employees to connect in informal settings, such as cozy lunch areas, team outings, and social events. Visiting colleagues in person rather than just sending emails can also foster better relationships. Contrary to concerns that friendships might reduce productivity, having friends at work often leads to better communication and more efficient collaboration.

Dealing with Adversity

How do you handle setbacks? Do you give up easily or view challenges as opportunities to grow? What strategies do you use when facing difficulties? Your approach to adversity often reflects whether you have a fixed or growth mindset.

Those with a growth mindset see challenges as opportunities and believe that effort and learning from mistakes are key to growth. They are more likely to stay calm during crises and embrace new challenges. In contrast, a fixed mindset tends to view obstacles as insurmountable and mistakes as failures.

Cultivating a culture that embraces mistakes as learning opportunities is essential. Lead by example, be open about your own mistakes, and focus on learning and improvement rather than assigning blame.

Physical Condition

How is your health? Are you getting enough sleep? Do you eat a balanced diet? Are you exercising regularly? Physical condition is the final element of resilience. Being in good physical health helps you handle stress and adapt to changes more effectively.

Organizations can support employee health by promoting awareness about healthy lifestyles and encouraging healthy choices. Leading by example and embodying a healthy lifestyle yourself can be highly effective. Remember, demonstrating exemplary behavior is one of the most powerful tools an executive has.

Benchmark

When you start looking at the survey results, the question is bound to come up "is this normal? It makes sense. That 7 you see, for example, may sound neat, but is it really? Therefore, you want to put your results in perspective. In other words, you want some comparison material. The advice here is always: don't go comparing apples to oranges.

It is always best to compare your results with the results of previous measurements or to compare one department within the organization with another. This tells the real story. Sometimes this just doesn't work and we understand that. Then it is still useful to compare yourself with another piece of fruit.

Note: do not attach too much value to it. It is always a case of apples and oranges. Rather, we advise you to put your scores in the right zone. Below you can see the results of working in the Netherlands. We also give you some insight into the various industries. We present to you the entire fruit bowl, it is up to you to pick out what applies to you.

We are currently working on translating the text in the images on our website. We appreciate your patience and kindly ask you to check back later for the updated content.

Want to know more?
Then download the report on resilience in the Netherlands here.

2024-09-16T14:50:56+00:00
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What is resilience?

Patrick

If anything is clear in life it is that “shit happens. Sooner or later, big or small, expected or unexpected: we all get shit on our plate from time to time. This is not only true for you personally, but also for organizations. An overstrained labor market with a war for talent, an uncertain economy with skyrocketing inflation, the highest rate of absenteeism ever recorded … and there are a few more challenges we can add to the list that organizations face today.
Are we going to fix all this for you? No. Unfortunately. However, we will give you the answer on how to deal with it. The answer lies with Resilience.

Resilience is the ability to adapt to new situations and be able to bounce back after setbacks.

So it’s not about what happens, but how you deal with it. A good portion of resilience can be put to good use not only in adversity, but also in change in general. Because if one thing is clear in life, it is that change is the only constant. Whether that change is digitalization, sustainability or creating a diverse and inclusive work environment, it will come to you no matter what. And fast!

The more resilient your organization, the better your organization can handle setbacks and change, the faster and easier your organization will move forward. By focusing on resilience, organizations maintain control over the future. A resilient organization is flexible, embraces challenges and overcomes them. It keeps teams on their toes, ensures opportunities are spotted and seized faster.

How do you become resilient?

Roughly speaking, 50% of the degree of resilience a person possesses is innate and only 10% depends on the circumstances and/or situation you are in. And good news, the other 40% can be learned! So the beauty of resilience is that it is not simply a matter of “you are or you are not. You have an impact on how resilient you are as a person, how resilient your employees are AND on how resilient the organization is. Resilience is like a muscle you can train!

2024-09-16T09:55:27+00:00
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This knowledge base is a product of Integron | www.integron.nl | T: 010 411 59 66 | M: info@integron.nl

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