It is an interesting dichotomy that creative sector organisations are still experiencing difficulties with staff burnout and ethical exhaustion. So often the very organisations that are most supportive of achieving a healthy work-life balance are those that attract the altruistic, passionate people willing to work over and above the terms of their contract, often to the detriment of their own health.
There are over 155,000 general charities within the UK with a paid workforce of some 600,000 people. Working Families’ Changing the World report of 2005 clearly identified that a long hours culture still exists within two thirds of these organisations, with 85% of respondents feeling that staff work more hours than they are contracted to because of their level of personal commitment to the organisation.
Our work force is not driven by money. We want interesting and creative work with an employer that values us, in a role that stimulates, challenges and fires our imaginations.
We all know that good employment practices and close monitoring are required to avoid burnout. Equally important to avoid is the dissatisfaction of creative, dedicated people who use up all of their energy during work hours and have nothing left over for their own creative practice or volunteering activities.
The issue has real financial implications for our organisations as well. Nearly 90% of the Changing the World respondents agreed that working long hours reduced their effectiveness, leading to increased costs caused by sickness and absenteeism.
This issue is deadly important. The wellness and job success of our staff, our client services, and the integrity of our organisations depend upon it.
Central to wellness is feeling valued and competent, having opportunities for professional and personal growth, having the space to celebrate achievements, and finding that all-important balance (work, life and play) and physical and emotional wellbeing.
But how to do this within the demands of our sector? We are arts and creative organisations. Our everyday reality is one of small staff numbers, smaller budgets, and massive remits, which we work at during non standard office hours and long days.
Kite marks such as Investors in People and EFQM give us a standard to work to, and a range of specific tools and methods to improve the way our organisations perform and look after our workforce. But remember that nobody knows your business as well as you do, and a little bit of creative thinking can bring up some interesting ways to value and nurture your staff.
As well as setting achievable work goals and creating a healthy and inspiring place to work, think about establishing quiet time for staff (quiet days where phones are turned off and email auto-replies on, or a quiet week once a year).
In addition to allowances for Sick Leave (when people are too physically or mentally sick to come to work), consider Wellness Leave (when people feel really well and want to focus their wellness on activities outside of work), or paid or unpaid Creative / Personal Development Leave.
Outside of the hum-drum of staff meetings, provide opportunities for staff to celebrate each other and the great work they do. And put wellness on the agenda, by incorporating it into your annual review.
Wellness is being challenged in our work, but also having an environment in which we can succeed in our challenges. It’s when we feel inspired and have a sense of purpose, and are happy to share our inspiration with others.
A pro-active wellness policy will benefit everyone. Avoiding ethical exhaustion in individual staff members will produce a more motivated, productive and less stressed workforce. And with loyalty going up as absenteeism goes down, your bottom line will be looking healthier as well.
