We are going to talk about the measures to put in place when a company detects a work addiction problem and after the entourage has tried to do everything it has done spontaneously, in particular trying to make people listen to reason. And we see that people who are addicted to work, begin to tire, to be overworked. And behind the fatigue, a risk of burn-out.
When companies through a human resources department contact for this type of problem, the first level of intervention will be to try to identify what the level of the problem is . If it is a problem at the individual level, or if it is at the level of a service where we will realize that many people are concerned. Or if these are rather cases that are more scattered in the organization and which can be a problem in the organization itself. In this case, the challenge is to avoid, starting from a given case, either generalizing a subject or minimizing a situation.
If we take an isolated case, that of a manager, for example, who will complain about a workaholic employee. He will identify that it is a personal problem. In this case, one of the strategic frameworks will be to help the professional environment to reduce the situation to a work issue. And the planned intervention will be with all those for whom this poses a problem. Obviously the person caught in this addiction can consider that he has a problem. In this case there will be a ready-made intervention with her, but there may be all the people in her entourage who may be concerned in this approach.
If we realize that the case is rather specific to a particular service, the phenomenon affects a particular focus in a service or activity. Here we will rather reason in terms of business problems. And so the specific framework will rather revolve around an intervention that will aim to help the manager and his team to rethink something that will be linked to the organization of the service and no longer stop at individual behavior issues. But rather to reason and orient the intervention on business development issues that will concern the work collective.
And then the third point concerns the scattered cases present throughout the organization . This raises questions more about the organizational dimension, and one can imagine at this time many managers who will either themselves be affected by this work addiction movement, or have people who are in their teams. And so in this case the intervention will aim to make managers aware of how to identify and act in the face of work addiction. And there the intervention is rather oriented to the quality of life at work on managerial aspects.
To conclude, we can say that there is a very important issue at the level of communication in the exchange with the person who is a prisoner of this addiction to work. In all the levels of intervention that we could have, there will be a common thread in a communication strategy which will be to avoid saying “to do less” and to encourage us to do better.
