Team Support & Wellbeing Program - Scenario 1, Addressing a Loss of Spark in a Long-Serving Employee

Employers should ensure a robust Team Support & Wellbeing Program (TSWP) is in place that offers confidential counselling and support for stress, anxiety, burnout, and work-life balance issues. Promote its availability and encourage employees to utilise it.

Work Wellbeing Scenarios

Addressing a Loss of Spark in a Long-Serving Employee

A relatively long-serving employee who's always been a good performer has lost their spark. How to approach the initial conversation about what might be going on beneath the surface, when those types of conversations fill the manager with dread as they don't want to overstep a line and start prying. 

Getting Together

A good idea is to suggest a quick chat, say ten minutes, if they have a moment rather than a formal appointment, keeping it light.

The employer could dress down a little, i.e, take off their jacket. Break the ice by offering them a coffee, also having some general conversation before sitting down (de-formalising the situation).

Start with Observation, Not Accusation

It is suggested that the manager frame their opening based on observable changes in behavior or output, rather than making assumptions about the employee's feelings. Such as:

• I’ve noticed you haven’t been as inclusive in meetings recently.

• A few of the team mentioned your head seemed to be down recently.

• You don’t seem to have your usual spark.

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Adding Supportive Comments with Questions

Subject to how the person responds, you could add a supporting comment which is also enhanced with a question to gain a response:

• “I wanted to check in because I value your contributions and have noticed a slight shift, how do you see things currently?”

• “You've been a key part of the team for a long time, and I want to make sure you have what you need to continue feeling engaged, what can I/we do to support you further?”

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Other Key Questions Could Be

• “How are you feeling about your current workload and responsibilities?"

• "Is there anything that's been on your mind lately that you'd like to share?"

• "How are things going generally?"

• "Are there any aspects of your role that you're finding particularly challenging or less engaging at the moment?”

This is not a rushed conversation to get a result. It is about trying to get the employee to firstly feel relaxed, secondly to see what genuinely is going on with them. This is a first stage approach. The employee should feel they have time to speak without being rushed.

The manager/employer should also allow extra time if the conversation were to continue longer than expected. So this should be planned for.

Subject to how the conversation progresses, the employer/manager can consider a future chat or consider if a formal conversation should be had by way of a formal review to ensure requirements from both sides need to be put in place (back to HR).

Also, it should be considered that there are outside personal issues that the employee may be experiencing. This being the case, it is possible the employee may be a little closed and not willing to share. The employer also may feel that they are prying.

The benefit of such a conversation allows the employee to know they have been noticed. This can have a massive impact. With the employer offering support where they can will also be of great value to the employee.

Also, the employer simply being aware that the individual has issues will allow them (the employer) to make possible changes (or not). People having tough times often want to be treated the same, especially without co-workers knowing the details.

An open door policy should be offered, and any conversation could be finished with the employer appreciating the employee being open and available for a conversation as this holds great value. And lastly, this conversation is explained as private and confidential.