In a company, when we are interested in identifying weak signals linked to burnout, we can say that we have already done a lot.

The most significant weak signals can be:

• Sudden changes in an employee's attitude,
• its isolation,
• A more or less explicit complaint,
• A permanent opposition,
• A delegation process that becomes difficult,
• An escape or renunciations.

We asked them to take a step back and they are absent or even they insist on details in a logic of control.

To prevent burnout, it is essential to understand what is happening

Identifying and addressing suffering

If in the company someone is identified who is trying to swim while trying to touch the horizon, it becomes imperative to reframe the work;
proximity may however not be effective. This type of problem is generally the responsibility of staff representatives, the HR function, an RPS referent. Indeed, it is better to have an association of managers for greater efficiency.

In our prevention system, when for example we perceive an addiction to action, we believe that local managers are competent at the very beginning but not in the medium term.

The whole challenge in the company is to make employees aware of the identification of weak signals so that they have the reflex to alert, or even be relays allowing people to be sent for individual or collective consultation.

In the case of a burn-out, individual consultation is to be preferred.

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