Addressing Burnout and Staff Retention - Interview with Jessica Dolce (1 of 2) 

1. What is burnout and what are signs that someone is feeling the effects of burnout? 

The World Health Organization defines burnout as a “syndrome conceptualized as resulting from chronic workplace stress that has not been successfully managed…Burn-out refers specifically to phenomena in the occupational context…” 

Burnout is generally characterized by three dimensions:

1. feelings of energy depletion or exhaustion;
2. increased mental distance from one’s job, or feelings of negativism or cynicism related to one's job; and
3. reduced professional efficacy.

Another way of understanding burnout is that it’s the combination of excessive, prolonged stress and inadequate resources to cope with those demands. Over time that combo of high demands and low resources can cause profound depletion and negativity that impairs our ability to function. We may start to feel like we’re not good at our job and wonder if we’re able to or even want to continue with our career.  

2. What are the factors that make burnout common in the animal care industry? 

Burnout is most often triggered by one or a combination of the following factors:

1. Workload 
2. Lack of control (or perceived lack of control)
3. Lack of recognition and rewards 
4. Poor relationships
5. Lack of fairness 
6. Values mismatch 

The important thing to understand is that burnout stems from working conditions and is not specific to helping professions.  

3. What are some steps employees can take if they are feeling the effects of burnout?

To truly remedy burnout, changes need to be made at the organizational level, but individuals can:

• Set healthy boundaries with work, so you have adequate time to rest and recover. This looks like taking your lunch breaks, using vacation time, and reducing overtime (making it the exception, not the norm). It may mean taking a break in between raising or fostering dogs, so you can breathe a bit. It’s challenging to set healthy limits as an individual if our workplace doesn’t offer adequate coverage and has a culture that values overwork, but do what you can. It adds up. 
• Ask for a new role or project that’s a better fit for your skill level, strengths or values.  If you love dog training but you’re doing admin all day, try to increase the amount of time you spend doing the work that is most meaningful to you.
• Carefully choose who you spend time with each day, avoiding toxic coworkers whenever possible. Stress and perspective are highly contagious. 
• Reduce demands at home, if demands at work are unrelenting. Something has to give. Ask for more help at home, delegate tasks, let go of anything optional that’s draining your energy. What we can say “no” to will vary depending on our access to support and resources, but try to cut something from your to-do list.

4. How do you recommend employees approach their concerns about burnout with their employer?

It helps if your employer has some understanding of burnout and the negative impact it has on individuals and the organization’s ability to meet its mission. Because of COVID and the Great Resignation, burnout has been a hot topic. But sharing resources like this article or this book wouldn’t hurt!

Then, try to get clear on what’s fueling your burnout, so you can ask for what you need. For example, which of these might apply to your situation:  

• Is your workload unreasonable? Is your job description really three jobs in one and impossible for you to do on your own?
• Are you in need of more skills training, better supervision, or mentoring? 
• Are you experiencing discrimination, unfair treatment, or toxic behaviors?
• Do you feel like your skills or values are a mismatch for your role? 
• Has it been two years since you took a vacation? 
• Are your childcare or eldercare responsibilities impossible to do with your current schedule?

Once you determine the factors contributing to your burnout, identify what outcome you want to move towards. Maybe you want a more flexible schedule, more support from your supervisor, or a job description with realistic boundaries.  

With that outcome in mind, what action steps can you identify to help you get there? What’s yours to do and what can only be done by your employer?

In the second half of this interview Jessica will provide insight for organizations on how they can better worker wellbeing and increase staff retention. 

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Samantha has been training puppies and managing volunteers in the assistance dog world since 2014 previously working at large guide and assistance dog organizations in Ontario and British Columbia. She now works privately as a canine consultant and subject matter expert in positive reinforcement training with puppies and assistance dogs. She has a positive approach to problem solving and a love of working with people and dogs. In her down time, you can find her reading on the couch with her pets, or out on the trails of Vancouver Island, BC with her partner and their canines. 

 Jessica Dolce, MS CCFE, is a Certified Compassion Fatigue Educator, receiving her training from TEND Academy. She brings 20 years of experience working with and for companion animals to The Compassion in Balance® Program, her online education platform.

She is an instructor with The Maddie’s® Shelter Medicine Program at the University of Florida where she teaches wellbeing courses for veterinary students and animal welfare professionals. Jessica has worked with organizations such as the ASPCA, Animal Legal Defense Fund, The National Wildlife Rehabilitators Association, and the International Association of Animal Behavior Consultants.

Jessica holds a Master of Science in Adult and Higher Education degree, is a Certified 3 Vital Questions® Trainer, and holds certificates in Mental Health First Aid and Emotional CPR. She is the creator of Dogs in Need of Space and can be found online at: https://jessicadolce.com

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