外國近日有一調查表示，打工仔的適應力（Agility）與韌性（Resilence）是決定他們陷入倦感的機會，並能影響倦怠的程度。報告亦將工作倦怠的原因分成六種人格，大家不妨參考一下。
返工做到大叫救命的經歷，想必很多人都試過吧！
美國心理減壓平台meQuilibrium早前就「工作倦怠」訪問了當地2,000名全職員工，探討工作焦慮所引發的現象和行為。 當中，平台用上適應力（Agility）與韌性（Resilence）作分析標準，然而將相關的倦怠程度分為六種「人格」，表示每個的成因、出現可能性及程度都各有不同。
Agility字面意思是敏捷，但調查把Agility定義為適應改變的能力（Ability to adapt to change），所以本文直接採用「適應力」一字作解釋。至於Resilence則解作遇到困難後回復快樂的能力，本文以將它譯作「韌性」。
簡單而言，六種性格分別為：「憂思者」、「調查狂」、「保持現狀者」、「奮鬥人士」、「竭盡全力者」及「改變達人」，各種性格佔受訪者比例及相關分析如下：
1. 【憂思者】
憂思者有愛心，但適應力差，經常擔心同事和老闆會否接受自己，也擔心自己能力不足。他們的靈活性與韌性於六種人格中均屬最低，容易陷入工作倦怠及辭職的風險。報告顯示，七成這類別的受訪者指自己的工作壓力極大，近半（49%）有抑鬱焦慮風險。
2. 【核實者】
核實者的自信心低，同理心不足，與別人的關係亦不好，學習興趣又低，需要幫助學習管理財政和工作壓力。在是次調查中，其實有23%受訪者是經理級別的打工仔，但當中有六成人卻表示自己並沒有出色的解難能力，並有近九成（88%）核實者指自己沒有同理心，六成人表示解難能力差。
3. 【保持現狀者】
保持現狀者，相信現時狀況已經夠好，靈活性差，但韌性適中，兩者剛好平衡，所以他們較不易感受到工作的壓力，也不會花太多心機去學習、建立新的人際關係或改善健康習慣。94%保持現狀況表示不喜歡「尋找和解決每天的問題」。總之，他們不喜歡變化或突發性，思緒早已定型，沒有改變動力。
4. 【奮鬥人士】
奮鬥人士靈活性強，韌性中等。這批人潛力高，但很容易陷入倦怠；雖然他們具巨大成長潛力，學習創新力強，但亦容易焦慮、壓力大，加上缺乏足夠的韌性，令他們無法專心或正確管理時間，然後因沮喪而陷入倦怠。66%奮鬥人士指自己於工作場合經歷的負面情緒多於正面的。
5. 【竭盡全力者】
竭盡全力者做事全心投入，但工作與生活之間亦最難取得平衡，在是次調查中，所有人（100%）都表示他們在工作和生活時間有衝突。不過，他們適應力及韌性都很強，能夠快速適應改變和掌握機會，自信心強。
6. 【改變達人】
改變達人的適應能力超強，極具韌性，是最不容易出現工作倦怠的一群人。 70%的改變達人表示能夠找到工作的意義，91％人更認為自己有很強的解難能力。
其實，從工作而來是的壓力是不可能完全消除的，就算了解自己是屬於哪種性格的倦怠人士，也不代表這是絕對的好或壞。不過藉着這個調查，大家應能對自己有更進一步的了解，這對你管理壓力，在工作表現受到影響前已改善或預防問題發生是很有幫助的。
https://www.hk01.com
BURNOUT
There are 6 types of burnout. Which one do you have?
Burnout Zone
A new meQuilibrium study comprised of 2,000 full-time employees explores the various manifestations and headspaces of work-induced anxiety, dubbing these “burnout zones.” More specifically “Burnout Zones” are the types of employee behavior that are the most susceptible to chronic professional stress.
“Through our research, we uncovered six distinct employee segments based on their burnout risk: Soulful Sufferers, Checked Out, Status Quo, Strivers, Stretched Superstars, and Change Masters,” explains Lucy English, Ph.D., VP Research, meQuilibrium. “Of those surveyed, the two segments at the highest risk of burnout are Strivers and Soulful Sufferers. We see this identification as a valuable tool in understanding employee populations. They tell a revealing story about risk and opportunity.”
Soulful Sufferers
This refers to the kind of employees that have trouble adapting to their work environment on account of persistent panic. They worry about how they’re received by their coworkers and executives, they worry about being inadequate specifically in regards to their lack of aptitude to meet tasks that are demanding. On balance, soul sufferers take about 13 sick days a year, and nearly half of them develop depression and anxiety.
Checked Out
Twenty-three percent of “Checked Out” workers are actually managers, even though 60% report having poor problem-solving skills. These professionals are perpetually going through the motions, finding it particularly hard to engage with their work on the day-to-day.
Status Quos
Ninety-four percent of “Status Quos” don’t enjoy “finding and solving problems.” Sixty-four percent report a low connection with work. Generally speaking, these employees don’t like change or spontaneity.
Stivers
“Stivers” have a 27% increased risk of depression, a 54% increased risk of anxiety, and 66% reported experiencing more negative than positive emotions at their place of employment. Their low-resilience is counterbalanced with an intense growth mindset-welcoming complex task with high agility.
Stretched Superstars
Because “Stretched Superstars” boast positivity, self-confidence, focus, and problem-solving skills, they often bite off more than they can chew. The majority of this group lament a dissolving social life purposed by a toxic fidelity to their work.
Change Matters
“Change Matters” workers. the most ideal of all the burn zones are the least vulnerable to work malaise. Seventy-percent of these professionals observe purpose in their work, and 95% report being comfortable taking on new tasks.
“We can’t totally eliminate stress, which is one of the root causes of burnout, from business — but we can support employees by training them to manage stress better, and address the consequences before they impact business metrics such as revenue and profit,” adds Dr. English. “Our research provides insight into how change is affecting the workforce and which segments of employees are better able to manage disruption and uncertainty.”
https://www.theladders.com/career-advice/there-are-6-types-of-burnout-which-one-do-you-have
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