Always Ask Why: A Practical Example

Written by Adrian Reed on October 18, 2023. Posted in Articles.

I don’t know about you, but I find that I can’t turn my business analysis brain off. I find myself wanting to improve just about every process that I experience, and I often find myself conducting business analysis on the processes that I experience as a customer.

This happened to me recently when a company asked me for a physical ‘wet signature’ on a form. This wouldn’t be unusual if I was in the same physical location as the person requesting the signature, but I wasn’t—they were literally going to email me a PDF form for me to print out, sign, scan in and email back. Even though Adobe PDF has a signature function (and I have a graphics tablet, so I can literally do the same signature electronically), this wasn’t good enough. It had to be old-school pen on paper. I eventually complied, deciding that I’d rationalize it by calling the process “retro” and “vintage”…

Badly “Improved” Processes Might Be MORE Risky:

In situations like this, I always want to ask ‘why’ to understand the underlying reasons that things work in a particular way. In this case, if we were to ask why I suspect the underlying answer would be that an old paper process had been replaced, with each step being recreated electronically. In this context, ultimately, a signature acts as a way of authorizing something to happen.

You can almost imagine the conversation with a group of Subject Matter Experts (SMEs). One of them is adamant that we couldn’t possibly accept electronic signatures. The legal & compliance SME says that electronic signatures are completely valid, but there is reluctance from other stakeholders for other reasons. Perhaps there’s a perception that by getting a physical signature there is less risk… or perhaps there are other reservations. Some might be genuine, others might be founded on unsubstantiated fears or assumptions.

Left unchecked, there is a risk that ‘we’ll do things the way we’ve always done them, just in an electronic format’. This can lead to the worst of both worlds where risk is increased and customers are inconvenienced:

Alternation: I could have altered the PDF before I printed it and signed it (it’s relatively easy to edit a PDF). Unless they check it word-for-word they’ll never know, and since it’s scanned, auto-comparing will be difficult.
Verification: They didn’t actually have my signature on file. If they weren’t comparing it against anything, then really what is the point? I could have scrawled any old signature and it probably would have been accepted.
Security: Unencrypted email isn’t a secure transmission format. Even though it was relatively low-risk mundane information, it’s liable to interception en route. Plus emails can be spoofed so there’s a risk of a customer being impersonated.
Scanners: How many customers have scanners? What about people who just take photos on their phone, will that be sufficient?

These are just four examples, but they illustrate a key point: The process probably isn’t achieving what it actually set out to do. Yes, you are getting a physical signature. But if the aim is to get a secure, authenticated nonreputable authorisation for something… then the process is failing!

Always Ask Why: “Good” Questions Make A Difference

The key to avoiding situations like this is to ask why, in varied ways, lots of times. Do this and you’ll get to the core purpose of a process, or process step. In their book “Mastering the Requirements Process: Getting The Requirements Right”, James & Suzanne Robertson call this “The Essence”. In this example ‘getting physical signature’ might be the current step, but the essence is ‘authorize transaction’ (or whatever).A key point here is that if you understand the essence, you can question any underlying assumptions or business rules. It’s possible to ask “how else might we be able to do this”. If the aim is to ‘authorize transaction’ then there are countless other ways of doing this that are more secure and verifiable than a scanned PDF in an email. You could even use the Brown Cow model to question any underlying assumptions that have been made.

Asking these questions will help encourage stakeholders to think about the true essence of the process, and about how it might change in the future. A half hour discussion now might save tens of thousands of processing time later, once the process is implemented.

This is yet another area where BAs add significant value by helping to ensure things improve in a way that maximizes the benefits that will be delivered both to the organization, and to its customers.

Best of BATimes: 3 Reasons Why the BA/PM Hybrid Role is So Difficult

Written by Tiauna Ross on October 11, 2023. Posted in Articles.

There are many variations of the BA Hybrid role, but the Business Analyst/Project Manager hybrid is the most widely discussed.

While there may be disagreement on whether there should be a blended BA/PM role and where the two roles differ and overlap, I think we can all agree on one thing: this hybrid role can be very challenging. It is also a hybrid that is gaining popularity as organizations look for ways to become leaner and more flexible. In this article, I will highlight the top three reasons why this hybrid role can be difficult for many and some suggestions to overcome the challenges.

1. The BA/PM role requires expertise in both disciplines.

The BA/PM role requires highly developed competencies across both disciplines which require education and experience across both to execute well. The problem is, many organizations, whether intentionally or circumstantially, assume that a good BA can quite naturally take on project management responsibilities and the same goes for PMs being able to take on business analysis tasks. The reality is that while one person could do both, there will most likely be a marked difference in the level at which they execute if they are experienced in one and not the other.

For example, an excellent PM with limited BA experience will likely get the project done but the value delivered may be less than initially expected by the stakeholders. Why? Because project management focuses on delivering the project according to the project requirements, but business analysis looks deeper at the meaning of the requirements and how the solution will be best implemented. A PM who is inexperienced in business analysis may take the requirements as stated by the stakeholders at face value, something that a more experienced BA would look deeper at and inquire more about. A BA with little or no PM experience may produce well-defined requirements but would likely struggle when it comes to managing multiple project constraints because they do not have the experience needed to make professional judgments that will keep the project on track.

2. This role only works well with small changes.

The IIBA Competency Model states this concerning hybrid roles, “The dual hybrid role is typically associated with small or less complex work efforts, where it is possible for a single person to perform both roles effectively.” This is true when it comes to the BA/PM hybrid and those performing these roles are certainly aware of this reality. This becomes an issue when an organization is immature in either discipline or is undergoing organizational restructuring. While it may be well understood that smaller is better with this kind of role, when an organization is not mature in performing project management and business analysis, the cost of failure and the loss of value is not easily identified.

When an organization is undergoing organizational realignment, they often take an “all hands on” approach to getting things done, which may leave one person managing large or risky efforts while holding multiple responsibilities. From the outside, it can appear as a great way to maximize resources because no one truly understands the real costs of having one person doing both.

3. The role may not be well-defined or adequately supported.

Any role that is undefined or poorly defined is likely to cause problems. With the BA/PM role it can be even more evident. Many BA roles already have a lot of presumed tasks that impact the nature of their work. Many PMs have roles loaded with other responsibilities outside of project management. When the two roles are combined into a BA/PM role that is ambiguous and undefined, it can produce a lot of issues, not only for the individual in the role, but also for the organization.

Many times, the BA/PM hybrid role is not even officially acknowledged as a hybrid role and appears out of necessity where the person keeps the same job title but assumes more responsibility in the other domain. These situations can also make it hard to find the right person for the role. It is not enough to simply take two full-time job descriptions and merge them together into a double job description. There must be much thought given to what they will be asked to do and what they will not be asked to do. If this boundary is not created, it will set up the BA/PM to manage their work by urgency only, because there won’t be enough time to do everything they are assigned.

Increasing the Odds of Success

To ensure that the BA/PM role is successful, organizations must pay attention to the role and what is needed to increase the odds of success. It is not enough to merely assign additional responsibilities to an existing role. Organizations must take the time to define the role considering the value they expect to receive and the inherent limitations of the role. Once the job is defined, there must be a concerted effort to keep assignments within the size and complexity that will best enable success and have mechanisms in place to measure that.

Additionally, there must be some consideration given to what will be needed to support the BA/PM. Are there other team members who can assist with tasks that would normally be associated with one or the other function? I have been successful in BA/PM hybrid roles where I had an oversight role on the business analysis side and was expected to review and guide the work of other BAs, rather than do everything myself. A successful support structure will also include access to the education, training and mentoring needed to allow those performing the role to sharpen their skills. All of these will increase the odds for success in the BA/PM hybrid role.

Published on: 2017/02/16

How Product Discovery Deals with Requirements

Written by Nuno Santos on October 4, 2023. Posted in Articles.

If you are working in products, you certainly have realized product management handle requirements differently. There is a shift from eliciting stakeholders’ wishes to discovering better and faster ways to solve stakeholders’ problems. This article presents how discovery techniques popular within product management fit in the three types of requirements: business, stakeholder and solution. Understanding where the techniques fit in this spectrum will allow a better understanding of how and when to use them.

Keywords: Requirements; Elicitation; Product discovery

What is Product Discovery and this “Modern” Elicitation

There may have been times in the past where business analysis was (incorrectly) seen as a passive discipline. Some might have viewed that a business analyst’s job when “gathering” requirements, most of the time, was attending meetings where they interviewed a group of people. Typically, these people had significant roles in the product (although most of the time they wouldn’t be the future users of the solution) and the business analyst would simply be a clerk and register all their dictated “wish list” items.

This approach is based on the premise that your sources know what they need and dictate the solution, yet how often is this actually realistic? More often there will be experimentation, change and the need for flexibility. The emergence of agile development methods and frameworks like Dual Track Agile, influenced organisations to split their efforts into product discovery and delivery.

The main shift on the premise of product delivery, compared to bespoke or market-driven requirements engineering, is that teams have to discover what the user’s problems are based on a set of assumptions and validate if a delivered solution contributes to the desired outcome. For business analysts, this means being involved in both the discovery and delivery processes, and it requires a shift in how requirements are elicited and managed. BAs need to challenge stakeholders’ perceptions on any assumed solutions and get to the underlying need using modern requirements techniques. They have to discover the requirements rather than gather them.

The Requirements Engineering Cycle

The cycle that typically involves elicitation, documentation, validation, and management of requirements is often associated with the broader field of Requirements Engineering or Requirements Management within the context of software development or project management. This cycle is iterative and continuous throughout the project lifecycle. Here’s how it works:

Elicitation: Requirements are gathered from stakeholders, users, and other relevant sources. This step involves understanding their needs and expectations for the software or project.
Documentation: The collected requirements are documented in a clear and comprehensive manner. This documentation can take various forms, such as a Software Requirements Specification (SRS), user stories, use cases, or other requirement documents.
Validation: The documented requirements are then validated to ensure that they accurately represent the stakeholders’ needs and are feasible to implement. This involves checking for consistency, completeness, and correctness of the requirements.
Management: Throughout the project, requirements are actively managed. This includes change management to handle updates or modifications to requirements, traceability to link requirements to design and testing, and prioritization to determine which requirements are most important.

The requirements process doesn’t end after the initial elicitation, documentation, and validation. It’s a continuous and iterative cycle because requirements may change over time due to evolving project goals, stakeholder feedback, or other factors. Therefore, effective management of requirements is essential to ensure that the project remains aligned with its objectives and stakeholder expectations. It often involves feedback loops, revisions, and ongoing communication with stakeholders to refine and adjust requirements as needed throughout the project’s lifecycle.

1. Discovery Techniques for Elicitation

“How might We…” Technique

The “How Might We” technique is a crucial aspect of the design thinking process and is often used in design sprints to frame problem statements and generate creative solutions. The “How Might We” technique involves rephrasing challenges or problem areas into open-ended questions that invite elicitation through brainstorming and creativity. The challenge is to rephrase it as an open-ended question that begins with “How might we…?” The “How Might We” statements invites participants to generate creative ideas without feeling restricted by existing limitations. It shifts the focus from problems to possibilities, and it helps teams explore solutions from different angles, often leading to innovative and unexpected outcomes.

Jobs-To-Be-Done

“Jobs-To-Be-Done” (JTBD) encourages us to appreciate why a product or service was “hired”, not only in a functional dimension, but also in circumstances and emotional dimensions. The book “Jobs to be Done – Theory to Practice” by Anthony Ulwick describes a framework that you can use to define your jobs, from setting your different customers, the different kinds of jobs (core, related, emotional, consumption chain and purchase decision jobs), and setting the desired outcomes.

The behaviours of the customers that afterwards lead to definition of the “hired” job are identified by observation. Observation is a common elicitation technique. In this case, rather than observing (or shadowing) in order to replicate a given process, an observation within JTBD aims to relate a behaviour to customer’s outcomes.

Continuous Interviews

Teresa Torres described a set of “continuous discovery habits” to engage customers in a continuous cadence. The main shift in doing interviews is that questions don’t focus on what customers want. Rather, questions should focus on their past experiences to discover an opportunity.

As the name states, it uses interviews techniques. Once more, a very popular way to perform elicitation. As mentioned, the main shift is that questions that are asked focus on their past experiences to discover an opportunity.

The Mom Test

the Mom Test is another interesting approach for conducting stakeholder interviews. It has similarities with “Continuous Discovery Habits”, as the questions should focus on their past experiences to discover an opportunity. The premise of the Mom test is: your mom will always like your idea, but doing the right questions can make her tell what you really need to hear. Elicitation by performing these kinds of interviews allows us to depict the problem in question, rather than waiting for the interviewees to tell us the solution they want.

2. Discovery Techniques for Analysis

Value Proposition Canvas

The Value Proposition Canvas is a strategic tool used in business and product development to understand and communicate how a product or service creates value for customers. It’s typically used in conjunction with the Business Model Canvas to create a holistic view of a business. The canvas helps businesses design their offerings by gaining a deep understanding of customer needs and how their products or services fulfil those needs.

It demonstrates a clear understanding of customer pains, gains, and jobs to be done, and introduces alignment of the pain relievers, gain creators, and product(s) benefits.

User Journeys

User journeys, also known as customer journeys or user experience (UX) journeys, are a product discovery technique that originated from the field of User Experience Design (UXD) and User-Centered Design (UCD). User journeys provide a visual representation of the user’s interactions and experiences while using a product or service. They aim to capture the user’s perspective, emotions, actions, and touchpoints across different stages of their interaction with the product.

Opportunity Solution Trees

Opportunity s olution t rees are a visualisation of potential solutions to a customer problem. They involve breaking down the problem into smaller opportunities, generating multiple solutions for each opportunity, and then evaluating and selecting the most promising solution.

It is our analysis work in getting insights from conducting the Continuous Interviews, allowing us to identify opportunities for our product.

3. Discovery Techniques for Documentation

Epic Alignment

“Epic alignment” is from Nils Janse’s book with the same name, proposes a single source of truth about the requirements, in form of a “lightweight” documentation that is based around epics. The structure that is proposed for this documentation includes information that is incrementally added to what we know about a given epic throughout the product development stages (namely, Ideation, Discovery, Prioritization, Refinement, Development and Testing). The structure of these documents allow to follow the information about an epic, which user stories are included, and the details that are needed for their implementation.

4. Discovery Techniques for Validation

User story mapping

The last technique I want to discuss in the article is u ser story mapping. This is a technique where team members collaboratively discover how a set of user stories solve a customer problem. The method consists of sequencing the user’s activities, and allows further elicitation to take place so that detailed stories and tasks can be captured. This in turn ensures that the solution will support the user’s activities that were presented.

Classifying this technique in a single stage can be tricky. I rather believe it encompasses elicitation, analysis and validation of requirements.

It’s a technique where team members collaboratively discover how a set of user stories solve a customer problem. End users may be involved in the collaborative process as well, most probably giving inputs in the user journey and the sequence of activities – which makes it an elicitation technique. Sequencing activities may be an output of previously performed elicitation, resulting from analysis of that information. Lastly, acceptance criteria may be included in the details of the story mapping, which forces the team to start stepping up into the requirements validation. In the case of users not have been part of collaborative process, the model may be used to validate together with users that the user journey is indeed correct.

The Art of Communication

Written by Lalita Lalwani on September 28, 2023. Posted in Articles.

Gone are the days when being a brilliant business analyst meant you could hide in a dark room crunching numbers and never utter a single word to another human being. In the realm of business analysis, interpersonal skills have grown to be as crucial as a hot cup of coffee on Monday mornings, and the spotlight is shining brightly on communication prowess.

In today’s dynamic and information-driven business world, effective communication plays a pivotal role in driving success and achieving desired outcomes. For a business analyst, possessing strong communication skills is not merely an option — it is a necessity. As the liaison between stakeholders, technical teams, and project managers, business analysts play a crucial role in ensuring the success of a project.

Why Communication Skills Matter for Business Analysts

Effective communication is the foundation of successful business analysis. It enables business analysts to articulate complex ideas and concepts concisely and clearly. By communicating effectively, business analysts can ensure that requirements are accurately captured and understood by all stakeholders, minimizing the risk of misinterpretation, and avoiding costly project delays or failures.

Effective communication helps business analysts build trust and credibility with stakeholders. By clearly articulating ideas, presenting data-driven insights, and actively engaging stakeholders in the decision-making process, business analysts can instil confidence and foster a collaborative and conducive working environment for open dialogue.

Moreover, business analysts often serve as mediators between different stakeholders who may have conflicting priorities or perspectives. In these situations, effective communication becomes even more critical as it helps productive discussions and find mutually beneficial solutions. By creating an inclusive and collaborative environment, business analysts can promote teamwork, consensus building, and efficient decision-making, thereby contributing to the success of projects and initiatives.

Business analysts must also be skilled in active listening, empathy, and building rapport and fostering strong relationships with stakeholders. This helps them gain a deeper understanding of the stakeholders’ perspectives, and uncover implicit needs and concerns, which in turn, allows them to tailor their communication and recommendations that address the underlying issues and drive positive change within the organization.

The Spectrum of Communication Skills

Communication skills encompass various dimensions, including verbal communication, written communication, non-verbal communication, and emotional intelligence. Each of these dimensions plays a critical role in the day-to-day activities of a business analyst.

Verbal Communication Skills

Verbal communication involves speaking and listening. These skills are essential for conducting interviews, facilitating meetings, and delivering presentations. Proficient verbal communication allows business analysts to articulate ideas clearly, ask relevant questions, and actively listen to gather valuable insights and ensure a complete understanding of the stakeholders’ perspectives.

When it comes to verbal communication, it is not just about the words spoken but also the tone, pace, and clarity of speech. The way information is conveyed can greatly impact how it is received by stakeholders. Effective verbal communication also involves the ability to adapt to different audiences and situations. A skilled business analyst can tailor the language and approach based on the stakeholders they are communicating with, ensuring that the message is understood and well-received.

Written Communication Skills

Written communication is equally important for business analysts. Business analysts with exceptional written communication skills possess the ability to organize their thoughts in a logical and coherent manner. It involves creating detailed documents, such as requirement specifications, business process flows, project reports and communicating project updates. Additionally, attention to detail is crucial to ensure that there are no errors or ambiguities in the documentation.

Strong written communication skills enable business analysts to convey complex information accurately and concisely and ensure that all stakeholders are on the same page.

Moreover, effective written communication involves the ability to adapt the style and tone of the message to the intended audience. Different stakeholders may have varying levels of technical expertise or familiarity with the subject matter. By tailoring the communication to suit the needs of each stakeholder, business analysts can ensure that the information is accessible and meaningful to all.

Non-Verbal Communication Skills

Non-verbal communication includes body language, facial expressions, and gestures. While often overlooked, non-verbal communication can convey important messages and influence how stakeholders perceive information.

When engaging in non-verbal communication, business analysts must be mindful of their own body language the non-verbal cues. Maintaining eye contact, using appropriate facial expressions, and having an open and relaxed body posture can all contribute to effective non-verbal communication.

These skills are particularly important when conducting interviews or facilitating workshops as being aware of non-verbal cues enables business analysts to detect subtle signs of agreement or disagreement. For example, a nod of agreement or a smile can signal understanding and support. On the other hand, crossed arms or a furrowed brow may indicate scepticism or disagreement. By aligning the non-verbal cues with the verbal messages, business analysts can adjust the communication approach, accordingly, fostering a more collaborative and productive environment.

Furthermore, cultural awareness is an important aspect of non-verbal communication. Different cultures may have different norms and interpretations of non-verbal cues. Business analysts must be sensitive to these cultural differences and adapt their non-verbal communication accordingly to avoid misunderstandings or misinterpretations.

Emotional Intelligence

Emotional intelligence is a critical aspect of communication for business analysts. Understanding and managing emotions, both their own and those of others, allows business analysts to navigate conflicts, handle difficult conversations, and build strong relationships. Emotional intelligence helps business analysts adapt their communication style to different stakeholders, fostering a positive and collaborative work environment.

Mastering Communication Skills as a Business Analyst

While some individuals may possess natural communication abilities, it is a skill that can be continually developed and refined with dedication, deliberate practice, and continuous improvement. Here are some strategies to develop and strengthen the communication abilities as a business analyst:

Active Listening Techniques

Active listening goes beyond merely hearing what someone says. It involves fully engaging with the speaker, understanding the message and intentions, and providing appropriate feedback. Practice active listening by providing undivided attention to the speaker, maintaining eye contact, and demonstrating empathy. By practicing active listening techniques, business analysts can ensure an accurate and complete understanding of stakeholders’ needs and requirements.

Practice Empathy

Develop your emotional intelligence by actively practicing empathy. Empathizing with stakeholders and understanding their challenges can significantly enhance communication. Understand other’s perspectives and emotions by putting yourself in their shoes, business analysts can anticipate concerns, build stronger connections and offer tailored solutions.

Polishing Written Communication

Business analysts often produce detailed reports, requirements documents, and emails. Improving writing skills is crucial to convey ideas clearly and professionally. Avoid jargon and fancy words; use plain language to ensure everyone can comprehend the content.

Enhancing Presentation Skills

To deliver impactful presentations, business analysts should focus on structuring the content, maintaining a confident and engaging presence, and utilizing visual aids to support their message. Practice presenting in front of a mirror before presenting it to a larger audience. This technique will help to adapt the communication style to suit the needs and preferences of different stakeholders. Simplify complex technical concepts for non-technical audiences or emphasise key benefits and outcomes for executive-level stakeholders. Tailor the presentations, to resonate the message with the audience and to convey the desired information effectively.

Develop data visualization and storytelling skills to effectively communicate complex ideas and facilitate decision-making.

Utilize Technology

Leveraging communication tools and technology can greatly enhance effectiveness as a business analyst. Get familiar with collaboration platforms, project management software, and communication tools to streamline communication processes and ensure efficient information sharing.

Engage in Cross-Functional Collaboration

Collaborate with professionals from various disciplines to gain exposure to different communication styles and approaches. This experience will help to adapt the communication strategies to diverse audiences.

Be Flexible! Seek Feedback, Learn and Adapt

Interaction with stakeholders from diverse backgrounds and cultures is business as usual for a business analyst. Adapting the communication style to suit different individuals and situations is crucial for effective collaboration. Understand and respect cultural differences, adjust the language and approach, and actively seek feedback from colleagues, stakeholders, and mentors to identify areas for improvement and understand how your communication style is perceived. Flexibility in communication ensures that you can connect with stakeholders on their terms, fostering a more inclusive and productive working environment.

The Growing Importance of Interpersonal Skills in Business Analysis

In the evolving world of business analysis, effective communication skills are indispensable for the success of business analysts. By honing the ability to listen actively, articulate clearly, and adapt to different stakeholders, business analysts can be established as an indispensable asset to any organization. As the business landscape continues to evolve, those who master the art of communication will navigate challenges with finesse and lead projects towards triumph. Effective communication is not just about conveying information — it’s about building relationships, understanding needs, and fostering collaboration.

The ability to communicate effectively is the key to unlocking new opportunities and driving positive change in the dynamic world of business analysis.

Remember, even in the world of business analysis, laughter is the best medicine — just make sure you’re laughing with your stakeholders, not at them.

Happy communicating 🙂

5 Effective Strategies to Address Employee Burnout in an Organization

Written by Mahendra Gupta on September 27, 2023. Posted in Articles.

Gallup’s survey reveals that 76% of employees experience workplace burnout at least sometimes, with 28% reporting feeling burnt out “very often” or “always.”

The statistics mentioned above indicate that numerous employees constantly experience burnout-related issues. This is mainly due to unrealistic deadlines, unclear job expectations, long work hours, etc. It can result in lowered productivity, high turnover, prolonged absenteeism, etc.

However, organizations can implement specific measures that can help minimize or prevent burnout and create a positive work environment. This, in turn, helps improve team performance and the firm’s bottom line.

This blog discusses the signs of employee burnout and how SAVIOM’s resource management solutions can help combat it.

Let’s begin.

Signs of Employee Burnout in an Organization

According to the World Health Organization, employee burnout is a phenomenon resulting from chronic workplace stress that has not been successfully managed. Furthermore, it can be characterized by feelings of depletion, exhaustion, negativity, and lowered professional efficacy.

When employees feel burnout, it hampers their performance, affects work quality, and tends to make more mistakes. Therefore, organizations must observe the symptoms and take corrective actions before it becomes a severe issue.

Here are 5 essential signs of employee burnout to watch out for:

Increased absenteeism

Employee absenteeism is a common sign of burnout. When resources experience exhaustion, fatigue, etc., they might take more unplanned leaves to alleviate their work stress and cope with burnout. Additionally, they may try to avoid the work environment due to a lack of motivation to perform their respective tasks.

Lack of engagement

When employees lose interest in work, struggle to complete their tasks on time, or make frequent mistakes, it becomes a symptom of burnout. Due to the high-stress levels and exhaustion, they can become disengaged from daily tasks or find work monotonous and meaningless.

Lowered productivity and performance

When organizations face performance and productivity issues with employees, it shows that resources are experiencing burnout constantly. When they cannot cope with current deadlines, are overwhelmed with work, or feel a loss of purpose, it reflects on their overall work efficiency.

Decreased personal health

Employees undergoing persistent work pressure are likely to experience deterioration in physical health. It manifests in symptoms like panic attacks, migraines, chest pain, loss of appetite, etc.

Increased workplace conflicts

Symptoms like irritability and sensitivity in employees are a clear indication of burnout. Feeling overwhelmed and exhausted can cause high emotional sensitivity and lead to conflicts between coworkers.

Knowing some of the main symptoms of employee burnout, let’s understand the ways to tackle it in an organization.

Five Ways to Prevent Employee Burnout

If left unaddressed, employee burnout can adversely impact organizational growth and financial stability. Therefore, companies must implement effective strategies to minimize burnout and improve employee engagement.

Listed below are the ways to eliminate burnout.

1. Set realistic deadlines considering employees’ leaves

Before initiating a project, managers must prepare a work breakdown structure (WBS) that includes tasks and sub-tasks. It will enable them to assess the skills, timelines, and number of resources required to complete the project’s activities. This will help managers establish realistic deadlines and deploy resources based on the criticality of tasks.

Additionally, managers must review the resource schedules and consider their leaves before allocating them to ongoing or future projects. This will ensure the projects are happening smoothly and help employees take time off to rejuvenate themselves, thereby minimizing burnout.

2. Allocate resources based on skills & availability

Before allocating resources to projects, managers must assess their attributes like skills, capacity, availability, competencies, experience, etc. This will ensure competent resource allocation, preventing under/over-skilled employees from being assigned to specific project tasks.

Moreover, when resources are deployed to projects based on their available capacity, it will prevent under/overallocation and maintain a balanced workload. This will reduce employees’ stress levels and enhance engagement, thereby reducing the risk of burnout and ensuring successful project delivery.

3. Monitor resource utilization levels regularly

Managers must constantly track employees’ utilization levels to prevent workload imbalances. When resources are persistently overutilized, it will lead to burnout. This will directly result in productivity and performance issues, reduced deliverable quality, and unplanned attrition.

Identifying over/underutilization in advance will enable managers to take corrective measures to optimize the workloads. Additionally, it will help managers mobilize resources working on non-billable tasks to billable/ strategic activities. This way, organizations can prevent burnout and improve billable utilization rates.

4. Apply appropriate optimization techniques

When resources are allocated to projects or tasks beyond their capacity, it increases stress levels and leads to burnout. Therefore, managers must implement appropriate optimization techniques such as resource leveling and smoothing to ensure that the employees are neither under/overloaded with work.

Managers can implement resource leveling for projects with flexible timelines where they can adjust start and end dates per the employee’s availability and schedule. Contrarily, they can apply resource smoothing for time-sensitive projects through which the work of overloaded resources can be redistributed, or additional employees can be added. This will ensure uniform workload distribution and lower the risk of burnout.

5. Build the right mix of contingent & permanent staff

Most organizations struggle to complete projects with the available resources during demand peaks. Hence, they over-allocate their existing employees to meet the project deadlines. However, constantly overloading the staff will affect their productivity, thereby leading to burnout.

Therefore, organizations can hire contingent workforce or outsource the work to global employees to reduce unwanted stress and enable employees to focus better on high-value tasks or projects. Thus, organizations can minimize project resource costs, maintain the workflow, and prevent burnout.

These are some of the best techniques to prevent burnout in an organization. Let’s learn how a resource management tool can help address burnout.

How Does Advanced Resource Management Software Help Overcome Employee Burnout?

A next-gen resource management solution like Saviom, with its advanced capabilities, will help employees work more productively. It enables organizations to optimize their resources and tackle burnout effectively.

The tool’s 360-degree visibility into resource attributes like availability, skills, capacity, etc., helps managers identify and allocate competent resources to projects at the right time and cost. This will help prevent under/over-allocation of skilled resources to projects/tasks.

Moreover, the forecasting and capacity planning features enable managers to foresee and plan for pipeline project demand. Based on that, they can create the right mix of permanent and on-demand resources to meet seasonal fluctuations effectively.

In addition, the system offers real-time reports like forecast vs. actuals, utilization heat maps, availability, etc. These enable managers to forecast and track availability, monitor utilization levels, compare them against actuals, identify variances, and take remedial measures in case of over/underutilization.

Furthermore, the software’s open-seat feature allows employees to choose projects of their interest. Working on projects aligning with their skills will motivate employees, improve engagement, and prevent burnout.

Lastly, the tool’s timesheet feature helps managers to monitor the employee’s leaves and their time spent on various tasks. Based on this, managers can set realistic deadlines to complete the project activities.

Thus, robust resource management software can address employee burnout and boost overall productivity.

Conclusion

Resources are the driving force for the success of an organization. Hence, it’s crucial for firms to take care of their employees’ well-being and recognize their efforts. This will motivate them to work harder and achieve better results. Implementing effective strategies and advanced resource management software will enable organizations to prevent burnout and improve the resource health index.