This is part 3 of my guide to managing burnout in your staff. I'll link parts 1&2 at the bottom.

Today, I'll be concentrating on the longer term. This is the organisationally hard part as you'll be battling both internal inertia and finances.

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The first two parts were:
1. Managing burnout today
2. Managing tomorrow

Each incremented up in organisational challenge, moving from operations to crisis planning, and now to future planning to help build organisational resilience

2/

This follows the same format as before, I'll provide a skeleton for local plans with some suggestions on ways to do that.

The aim is to create an organisation capable of minimising burnout, and to provide structure to those who need help.

3/

In part 1, I showed 5 ways to help today, these are the same for planning long-term:

Rest
Recovery
Reserves
Rotation
Rehabilitation

They follow much the same principles, you just have a lot longer to get them right! These are suitable for all sizes of organisation.

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BEFORE YOU START

This must have senior ownership, it's not acceptable to delegate this to a HR team, facilities/estates or lower level managers. If you're too important to manage your staff wellbeing then you're in the wrong job.

Let's start with information gathering:

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