This is the second article of a multi-part series on employee burnout in the restoration industry. Part one introduced the nature of burnout, and summarized findings from a study on burnout in the restoration industry. Part two begins a discussion on things restoration companies can do to manage one of the most complicating factors for burnout among restoration professionals – workload. Part three advances the conversation and discusses what restoration professionals can do at the individual level to manage workloads more effectively.
The nature of our industry has inherent demands and fluctuations that seem challenging to control. At any given point, a variety of circumstances from a catastrophic weather event to the loss of a staff member can have a dramatic effect on the workload of the company and the team members. It is safe to say that a career in restoration is not a 9 to 5, 40-hour per week job; however, in consideration of the findings of the burnout study, there is much to be gained by proactively managing the workloads of our team, our most valuable assets.
When we consider workload, we can look at it from two related perspectives: organizational and individual. Can solutions be found by balancing volume and capacity at both levels? In part one of this series, we will delve into some potential solutions that allow us to control volume and capacity at the company level followed by the second part, which will examine the balance at the individual level. It should be noted that these concepts are not exclusive to each other, but rather are inter-related strategies that can be considered in our efforts to reduce workload.
As we consider taking control of volume and capacity in our companies, there are added benefits of a few sound principles that apply to the effective management of our day to day operations. While avoiding the epidemic of burnout from affecting your team, we may be able to improve in our service to others and find sound economics and financial benefits.
It may seem counterintuitive to control or decrease the volume of work coming into your company. You have strategized, invested, and have put great energy into having the phone ring and then we want to decrease it? At any given point, when your volume is exceeding your capacity, not only are we exposing the team to the threat of burnout, there is a risk of detrimental side effects to your reputation, customers, and quality of your services.
When do you know that it is time to dial it down in an industry where you could be inundated one week and waiting for the phone to ring the next week? There is not necessarily an exact science to this but rather an understanding of your capacity combined with intuition and being in tune with your team and organization.
In Eastern Pennsylvania, what started out as a steady summer, turned into an unrelenting series of individual localized flood events that continually moved around targeting and retargeting a localized area. The first of the flood events to wreak havoc presented itself in early July. The team worked diligently around the clock until everyone was taken care of in some way. Then another flood, and another flood, and another flood, with nothing but weather forecasts, there was no way to tell that the weather would cause extremely high volumes for over two months straight. After several weeks, it was time to dial it down for the good of the team and the quality of the services being delivered. There is no crystal ball in our business; therefore, we must be able and willing to pivot at any given point.
When volume is exceeding capacity, the following are a few strategies that may help control and reduce workload:
When we consider capacity, we are literally looking at the amount we can produce with our resources. Our resources can include but are not limited to human, equipment, vehicles, and facility. Depending on the timing, both internal and external forces can influence capacity. As we look at the environment today, unemployment is at a historic low, and this could be directly affecting your company’s capacity by making it challenging to hire and add to the team. During the polar vortex of 2014, due to the widespread effects of severely cold temperatures, equipment and supply inventories were affected.
In general, to be able to adjust and control capacity we need solid systems and operations in place that allow us to know what resources are available at any given moment. Consider that you have depleted your equipment inventory, perhaps you rented additional equipment and that is also depleted, one may plan and schedule based on the timing of equipment being pulled and available by using systems and tracking.
Our team also influences capacity as it applies to the human resources within our organization. By employing a similar approach in scheduling and managing our equipment, we must also add the leaderships’ empathy and intuitiveness for the team. The individuals who make up your team may have a vast array of skills, proficiencies, individual training, and circumstances that may also contribute to your overall company capacity.
As we consider some possible solutions to increasing your capacity as a company with a focus on our human resources, it can decrease the workloads on the individual team members. In addition, there is sound economics to some of the considerations that apply when operating at any given volume level.
The following strategies may be helpful when trying to expand capacity to reduce the workload on the individuals within the company:
An overarching imperative to being able to proactively manage volume and capacity is having strong day to day processes and structure. Strategic scheduling, workflows, procedures, and best practices provide the ability to have information and structure to pivot and adjust these as needed.
At any given time, we can adjust volume and capacity to help us manage workload. Managing the company workload will help the individual team members enjoy the reward of being a part of the restoration industry and avoid burnout.
Lisa, Contributor and Co-Author