As HR, I have had the opportunity to be confronted with cases of professional exhaustion and can give my testimony on the findings, the types of intervention and the means that it is possible to implement. successfully, both upstream and downstream.

Often the case of professional burnout is the consequence of a misunderstanding of what the company is going through and the transformations that impact the personnel.

The causes are multiple, so are the interventions. In all cases, it is important for HR to be close to management.


Working upstream allows the exhausted employee to get back on the bandwagon in good conditions, to help him get out of his state more easily and more quickly.



It is important to continue to listen to the employee on sick leave, to maintain the link between him and the company.

Offer him individualized support for a return to work with a third party which gives him more impetus than if he entered a psychoanalysis that is by definition a long-term one.

The company needs its employees and has every interest in seeing them return quickly to their posts.


On the managerial level, we see that there is a loss of bearings on the part of the collaborator who is not only dealing with communication but thanks to feedback work.

You have to say things in relation to a business project, clearly, state what is going wrong but also what is going well.

We have set up, for managers, training in understanding the managerial philosophy, how to say things in complete transparency. And we felt a real awareness and the will of the managers to improve on this point.

For me, this was the first step in setting up an operational management intended to resolve difficult situations as early as possible.


We noted that the operational staff who accompany people in the field found themselves helpless at the time of the November attacks.

With Lact, we made the teams work on what can and cannot be said in such circumstances, so as to preserve the relationship with the company. We have trained them to manage situations of fragility.

With Teresa Garcia, we have focused on perception, strategic questioning to help impacted employees to "turn their heads" and thus change their vision of things.


It is obviously an important element of the device. We have signed an agreement with the staff representatives integrating well-being at work. And the staff were invited to contact Lact directly if they felt the need for help.

All of these actions are systemic. It must allow each employee to understand what the company wants to do, to measure the consequences for him of the trajectory followed, to be aware of the impact that all this will have on his job and not to lose the meaning of his action.

From what I perceive, being aware of what the company is going to do, of what it is tending towards, facilitates the organization which does not experience any dysfunction.

Each employee feels responsible, considers that he has a real job and that he contributes to the advancement of his company.

HR is the key element to properly calibrate the functioning of the organization and avoid any loss of meaning and interest.