One often wonders what a nurse, a psychotherapist, a social worker, a policeman and a volunteer have in common?
Surely, what catches the eye is their busy life; in reality they are much more related than one thinks, and we will explain here the umbilical cord that exists between these very distinct social classes.
Let’s talk about the “burnout syndrome”.
But what is it actually?
THE BURNOUT SYNDROME
Burnout syndrome is a particular psychophysical discomfort connected to work that affects, to varying degrees, various operators and professionals engaged daily and repeatedly in activities that involve interpersonal relationships with people experiencing states of discomfort or suffering.
In the absence of adequate psychological support, these people develop a slow process of psychophysical attrition due to the lack of energy and mental resources to support and discharge the accumulated stress. In such conditions it is possible that they take too much responsibility for the problems of the people they care for, no longer being able to maintain the right emotional detachment.
How is it recognized?
Burnout involves reactions such as: emotional exhaustion, depersonalization, cynical attitude and a feeling of reduced personal fulfillment. Affected people tend to escape from the workplace by being absent frequently, and working with less enthusiasm and interest until they get to such wear and tear as to feel frustration and dissatisfaction, as well as a reduced empathy towards the people they should care for.
Burnout is often accompanied by a deterioration in physical well-being, psychosomatic symptoms such as insomnia and psychological symptoms such as depression. The discomforts are felt first in the professional field, then they are easily transported to the interpersonal sphere: the abuse of alcohol, psychoactive substances and the risk of suicide are the cause and effect of this discomfort.
Who does particularly affect?
All those involved in volunteering projects both locally and internationally, the risk of developing this syndrome is real. Nonprofits sometimes have tight budgets and ask volunteers to work overtime to suppress staff shortages. Long-term camps could put a strain on volunteers in terms of distance from their home and family; not to mention the experiences in remote places hit by serious calamities and sufferings. For voluntary organizations, therefore, it is crucial to implement processes to better manage their staff, also from a psychological point of view.
Advice that can alleviate this situation can be:
TRANSPARENCY
One way to prevent the risk of “volunteer burnout” is to be as transparent as possible when recruiting volunteers. This builds confidence in potential candidates by clearly exposing the burdens and responsibilities inherent in the volunteering opportunity. Furthermore, it allows the organization itself to acquire a deep understanding of roles before the role assignment phase. Providing a detailed job description also helps “skim” those who are not really interested or don’t feel fully involved in the organization’s goals.
COMMUNICATION
The key word is communication.
Interacting effectively with your employees and volunteers is one of the most important elements to be taken into vivid consideration, especially to avoid nervous breakdowns and keep everyone on track. Effective communication is able to put the organizational and operational departments in common purpose: listening to volunteers is essential to intervene promptly in case of problems, avoiding that someone feels crushed by the weight of responsibility.
CAREER
Rewarding volunteers is a great way to keep morale and engagement level high. It is not a question of donating sums of money but rather of making them share in the good results obtained thanks to their efforts. Let’s not forget that their purpose is to make a difference!
LEISURE AND MENTAL HEALTH
Making sure volunteers are focused on their mental health and are given adequate rest periods is another best practice for avoiding burnout issues. For this reason, a policy is needed that prevents a volunteer from doing too many projects in short periods of time or long-term projects , and which facilitates any requests for leave or leave. In the case of non-profit organizations operating in particularly demanding scenarios, the possibility of offering professional psychological support that is easily accessible also through the stipulation of agreements with psychologists and psychotherapists must be explored.http://https://www.google.com/url?sa=i&url=https%3A%2F%2Fideas.ted.com%2Fwe-all-need-to-ask-for-help-to-get-through-life-heres-how-not-to-do-it%2F&psig=AOvVaw2KPlU1eExu3xRCKU9ZOx7V&ust=1645271136324000&source=images&cd=vfe&ved=0CAsQjRxqFwoTCOja3OiWifYCFQAAAAAdAAAAABAO
