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Employee Burnout. Work at the individual level

When dealing with burnout of a particular employee, your main task is to identify the reasons of his condition, to understand whether you can influence them, and to decide on further steps.

For each employee, you can see a burnout diagram that looks like this:

The diagram displays the following:

  • Burnout Index

Shows accumulated “optimism” or “pessimism” of an employee. The Burnout Index begins to decrease only if the employee shows chronic downfall of activity. In such cases, the index becomes negative.

  • Activity Index

Shows “optimism” or “pessimism”/"frustration" of an employee. The line is built on the employee behavior in the communication channels connected to Yva.ai. Yva.ai analyzes a considerable number of parameters, in particular: workday width, workday commencement time, time of response to messages, intensity of messaging, etc. If the employee gets more active than usual in his correspondence, the line rises, if he reduces his activity, the line goes down.

  • Diagram Fill

Shows the fact and duration of certain stage of the employee's burnout.

Stage of burnout is designated by one of the three color zones:

  1. Green zone — little or no burnout.
  2. Yellow zone — frustration (decreased activity) or early burnout.
  3. Red zone — late burnout, the employee may be searching for a job.

How one can understand the causes of burnout of certain employee:

  • Using the ruler at the bottom of the diagram, maximize the period for which the diagram is available for this employee. Look at burnout dynamics of this employee.

If the employee is in the red zone for a short time, find out whether he had similar periods before, and how quickly he managed to overcome such periods. If the employee was in the red zone before, and his current state does not last longer than back then, so, perhaps, his state will stabilize in a while. Monitor dynamics of this employee and, if you understand that there is no improvement, take an appropriate action.

Consider the period in which optimism of the employee began to decline. Look at this period (add 1-1.5 months to it) in Incoming Emails Tonality diagram in "Working Hours and Communication Load" section. Perhaps the downturn of optimism can be explained by a conflict with one of the colleagues or managers. On the diagram, you will see the number of conflicts (shown as a circled number) and the amount of negativity in emails sent to this employee (the width of the red line).

Pay attention to Incoming Emails Tonality diagrams in "Internal Communication" and "External Communication" sections. They reflect the amount of negativity and conflicts in emails sent by the employee himself. So, you will see how much of a reaction of the employee provoked each situation.

If you find out that the conflict did precede the burnout, you should talk to the employee, try to identify the causes of the conflict and resolve it.

  • Open Group Report and examine results of the department engagement study. Find out what the employees of this department are satisfied or unsatisfied with, perhaps it will allow you to identify the problems that could lead to burnout.
  • Ask for the employees' opinion on the issues that cause the greatest dissatisfaction in the department. In an informal conversation you can not only confirm the fact of burnout, but also find out its causes and draw up an action plan.