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Do Diversity & Inclusion strategies help to prevent burnout?

(c) bottled_voidWork-Life-Balance, flexible working, occupational health management, inclusive work environments – these are some of the subjects included in the diversity strategies of large companies. This leads to the assumption that a lived diversity strategy helps to prevent burn-out or mental and physical diseases. Is this right?

Burnout emerges within certain framework conditions of inflated load, too high expectations and often an unpredictable, stressful event. In all, these feelings are caused from

  • Oneself (e.g. too high self-expectations),
  • The environment (e.g. work, family, society) and/or
  • Biased self-awareness (public image versus self-image).


That illustrates that burnout of employees most often is caused by one or more of these surrounding conditions. To prevent burnout, the framework conditions of the companies have equally to be questioned as the personality of the employees has to be strengthened. If you want to test if you have a personal risk for burnout, please click here.

Diversity in first place is a company strategy to ensure competitiveness, innovation, good performance and thus economic success. These goals should be reached by not only accepting the diversity of the employees but create synergies out of that. To create a diverse and inclusive environment at the workplace several measures are pursued e.g. promotion of flexible work arrangements or burnout prevention seminars or information.

One essential part, however, is the corporate culture shift from presence culture to performance culture. Only if companies concentrate to their generic interest – namely the result of their employee’s work – then at least one pressure element is reduced: the time aspect.

Henkel has already taken numerous steps to prevent employees from excessive mental stress. In addition to extensive burnout prevention services, such as seminars, consulting offers and information sessions, Henkel also has managed to promote the result orientation of work – ‘pay for performance’.

But this is just an offer. To what extent a vulnerable burnout person identify his or her needs of help and take advantage of this offer, is in the hands of each individual. Diversity strategies can raise the awareness towards individual needs of employees but they can not prevent burnout.


What do you think about the coherence of diversity and burnout?

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