General Discussions

Building a culture of collaboration in an industry characterized by complex government regulation, hyper-competitiveness,  entangled institutional management practices, and unpredictable economic conditions is difficult. It leads to research administrator burnout (Tabakakis et al., 2020). The World Health Organization (WHO) defines burnout as a syndrome resulting in chronic workplace stress that is not successfully managed. It has three characteristics: (1) lack of energy or exhaustion; (2) disconnection distance from one's job or negative feelings or cynicism related to the job; and (3) reduced professional performance.

            From October 2018 through January 2019, Tabakakis and her research team conducted a cross-sectional study among 2,416 research administrators from four associations in Australia, Canada, the UK, and the US. Their findings concluded that there was a significant prevalence of personal burnout, work-related burnout, and client-related burnout in the profession of research administration (Tabakakis et al., 2020). These findings are not an unexpected outcome for those working in the industry. Especially for those of us who have been in the industry for an extended period.

I want to propose a conversation for workplace-related solutions to offset potential burnout situations in this thread. I will start the discussion with steps that we have taken at Boise State to alleviate some of the potentials for burnout in our area, and I look forward to your responses here as well.

            At Boise State, we have

• Introduced drop-in happy hours for our remote staff. These are voluntary and there is no agenda. This is an opportunity to collaborate on any topic or to just talk about things that or of importance to the individual.
• Set up a quarterly get-together so that remote employees and hybrid employees, and on-campus employees may have the opportunity to get together. These are social events, but sometimes we discuss business topics and are usually impromptu.
• As managers, our doors, emails, chats, and texts are always available for employee conversations to discuss any concerns, barriers, and frustrations. This management style has changed due to the extreme hybridization of our working environments. We have employees on campus, remote and hybrid, and the needs of these employees vary, and the operating schedules. The managers and directors must alter their contact availability to meet these needs.

I look forward to your thoughts.

=====References

Tabakakis, K., Sloane, K., Besch, J., Quyen, G.T. (2020). Burnout and its correlates in research

      administrators. Research Management Review, 24(1).  

Building a culture of collaboration in an industry characterized by complex government regulation, hyper-competitiveness,  entangled institutional management practices, and unpredictable economic conditions is difficult. It leads to research administrator burnout (Tabakakis et al., 2020). The World Health Organization (WHO) defines burnout as a syndrome resulting in chronic workplace stress that is not successfully managed. It has three characteristics: (1) lack of energy or exhaustion; (2) disconnection distance from one's job or negative feelings or cynicism related to the job; and (3) reduced professional performance.

            From October 2018 through January 2019, Tabakakis and her research team conducted a cross-sectional study among 2,416 research administrators from four associations in Australia, Canada, the UK, and the US. Their findings concluded that there was a significant prevalence of personal burnout, work-related burnout, and client-related burnout in the profession of research administration (Tabakakis et al., 2020). These findings are not an unexpected outcome for those working in the industry. Especially for those of us who have been in the industry for an extended period.

I want to propose a conversation for workplace-related solutions to offset potential burnout situations in this thread. I will start the discussion with steps that we have taken at Boise State to alleviate some of the potentials for burnout in our area, and I look forward to your responses here as well.

            At Boise State, we have

• Introduced drop-in happy hours for our remote staff. These are voluntary and there is no agenda. This is an opportunity to collaborate on any topic or to just talk about things that or of importance to the individual.
• Set up a quarterly get-together so that remote employees and hybrid employees, and on-campus employees may have the opportunity to get together. These are social events, but sometimes we discuss business topics and are usually impromptu.
• As managers, our doors, emails, chats, and texts are always available for employee conversations to discuss any concerns, barriers, and frustrations. This management style has changed due to the extreme hybridization of our working environments. We have employees on campus, remote and hybrid, and the needs of these employees vary, and the operating schedules. The managers and directors must alter their contact availability to meet these needs.

I look forward to your thoughts.

=====References

Tabakakis, K., Sloane, K., Besch, J., Quyen, G.T. (2020). Burnout and its correlates in research

      administrators. Research Management Review, 24(1).  

Building a culture of collaboration in an industry characterized by complex government regulation, hyper-competitiveness,  entangled institutional management practices, and unpredictable economic conditions is difficult. It leads to research administrator burnout (Tabakakis et al., 2020). The World Health Organization (WHO) defines burnout as a syndrome resulting in chronic workplace stress that is not successfully managed. It has three characteristics: (1) lack of energy or exhaustion; (2) disconnection distance from one's job or negative feelings or cynicism related to the job; and (3) reduced professional performance.

            From October 2018 through January 2019, Tabakakis and her research team conducted a cross-sectional study among 2,416 research administrators from four associations in Australia, Canada, the UK, and the US. Their findings concluded that there was a significant prevalence of personal burnout, work-related burnout, and client-related burnout in the profession of research administration (Tabakakis et al., 2020). These findings are not an unexpected outcome for those working in the industry. Especially for those of us who have been in the industry for an extended period.

I want to propose a conversation for workplace-related solutions to offset potential burnout situations in this thread. I will start the discussion with steps that we have taken at Boise State to alleviate some of the potentials for burnout in our area, and I look forward to your responses here as well.

            At Boise State, we have

• Introduced drop-in happy hours for our remote staff. These are voluntary and there is no agenda. This is an opportunity to collaborate on any topic or to just talk about things that or of importance to the individual.
• Set up a quarterly get-together so that remote employees and hybrid employees, and on-campus employees may have the opportunity to get together. These are social events, but sometimes we discuss business topics and are usually impromptu.
• As managers, our doors, emails, chats, and texts are always available for employee conversations to discuss any concerns, barriers, and frustrations. This management style has changed due to the extreme hybridization of our working environments. We have employees on campus, remote and hybrid, and the needs of these employees vary, and the operating schedules. The managers and directors must alter their contact availability to meet these needs.

I look forward to your thoughts.

=====References

Tabakakis, K., Sloane, K., Besch, J., Quyen, G.T. (2020). Burnout and its correlates in research

      administrators. Research Management Review, 24(1).  

Building a culture of collaboration in an industry characterized by complex government regulation, hyper-competitiveness,  entangled institutional management practices, and unpredictable economic conditions is difficult. It leads to research administrator burnout (Tabakakis et al., 2020). The World Health Organization (WHO) defines burnout as a syndrome resulting in chronic workplace stress that is not successfully managed. It has three characteristics: (1) lack of energy or exhaustion; (2) disconnection distance from one's job or negative feelings or cynicism related to the job; and (3) reduced professional performance.

            From October 2018 through January 2019, Tabakakis and her research team conducted a cross-sectional study among 2,416 research administrators from four associations in Australia, Canada, the UK, and the US. Their findings concluded that there was a significant prevalence of personal burnout, work-related burnout, and client-related burnout in the profession of research administration (Tabakakis et al., 2020). These findings are not an unexpected outcome for those working in the industry. Especially for those of us who have been in the industry for an extended period.

I want to propose a conversation for workplace-related solutions to offset potential burnout situations in this thread. I will start the discussion with steps that we have taken at Boise State to alleviate some of the potentials for burnout in our area, and I look forward to your responses here as well.

            At Boise State, we have

• Introduced drop-in happy hours for our remote staff. These are voluntary and there is no agenda. This is an opportunity to collaborate on any topic or to just talk about things that or of importance to the individual.
• Set up a quarterly get-together so that remote employees and hybrid employees, and on-campus employees may have the opportunity to get together. These are social events, but sometimes we discuss business topics and are usually impromptu.
• As managers, our doors, emails, chats, and texts are always available for employee conversations to discuss any concerns, barriers, and frustrations. This management style has changed due to the extreme hybridization of our working environments. We have employees on campus, remote and hybrid, and the needs of these employees vary, and the operating schedules. The managers and directors must alter their contact availability to meet these needs.

I look forward to your thoughts.

=====References

Tabakakis, K., Sloane, K., Besch, J., Quyen, G.T. (2020). Burnout and its correlates in research

      administrators. Research Management Review, 24(1).  

Building a culture of collaboration in an industry characterized by complex government regulation, hyper-competitiveness,  entangled institutional management practices, and unpredictable economic conditions is difficult. It leads to research administrator burnout (Tabakakis et al., 2020). The World Health Organization (WHO) defines burnout as a syndrome resulting in chronic workplace stress that is not successfully managed. It has three characteristics: (1) lack of energy or exhaustion; (2) disconnection distance from one's job or negative feelings or cynicism related to the job; and (3) reduced professional performance.

            From October 2018 through January 2019, Tabakakis and her research team conducted a cross-sectional study among 2,416 research administrators from four associations in Australia, Canada, the UK, and the US. Their findings concluded that there was a significant prevalence of personal burnout, work-related burnout, and client-related burnout in the profession of research administration (Tabakakis et al., 2020). These findings are not an unexpected outcome for those working in the industry. Especially for those of us who have been in the industry for an extended period.

I want to propose a conversation for workplace-related solutions to offset potential burnout situations in this thread. I will start the discussion with steps that we have taken at Boise State to alleviate some of the potentials for burnout in our area, and I look forward to your responses here as well.

            At Boise State, we have

• Introduced drop-in happy hours for our remote staff. These are voluntary and there is no agenda. This is an opportunity to collaborate on any topic or to just talk about things that or of importance to the individual.
• Set up a quarterly get-together so that remote employees and hybrid employees, and on-campus employees may have the opportunity to get together. These are social events, but sometimes we discuss business topics and are usually impromptu.
• As managers, our doors, emails, chats, and texts are always available for employee conversations to discuss any concerns, barriers, and frustrations. This management style has changed due to the extreme hybridization of our working environments. We have employees on campus, remote and hybrid, and the needs of these employees vary, and the operating schedules. The managers and directors must alter their contact availability to meet these needs.

I look forward to your thoughts.

=====References

Tabakakis, K., Sloane, K., Besch, J., Quyen, G.T. (2020). Burnout and its correlates in research

      administrators. Research Management Review, 24(1).  

Building a culture of collaboration in an industry characterized by complex government regulation, hyper-competitiveness,  entangled institutional management practices, and unpredictable economic conditions is difficult. It leads to research administrator burnout (Tabakakis et al., 2020). The World Health Organization (WHO) defines burnout as a syndrome resulting in chronic workplace stress that is not successfully managed. It has three characteristics: (1) lack of energy or exhaustion; (2) disconnection distance from one's job or negative feelings or cynicism related to the job; and (3) reduced professional performance.

            From October 2018 through January 2019, Tabakakis and her research team conducted a cross-sectional study among 2,416 research administrators from four associations in Australia, Canada, the UK, and the US. Their findings concluded that there was a significant prevalence of personal burnout, work-related burnout, and client-related burnout in the profession of research administration (Tabakakis et al., 2020). These findings are not an unexpected outcome for those working in the industry. Especially for those of us who have been in the industry for an extended period.

I want to propose a conversation for workplace-related solutions to offset potential burnout situations in this thread. I will start the discussion with steps that we have taken at Boise State to alleviate some of the potentials for burnout in our area, and I look forward to your responses here as well.

            At Boise State, we have

• Introduced drop-in happy hours for our remote staff. These are voluntary and there is no agenda. This is an opportunity to collaborate on any topic or to just talk about things that or of importance to the individual.
• Set up a quarterly get-together so that remote employees and hybrid employees, and on-campus employees may have the opportunity to get together. These are social events, but sometimes we discuss business topics and are usually impromptu.
• As managers, our doors, emails, chats, and texts are always available for employee conversations to discuss any concerns, barriers, and frustrations. This management style has changed due to the extreme hybridization of our working environments. We have employees on campus, remote and hybrid, and the needs of these employees vary, and the operating schedules. The managers and directors must alter their contact availability to meet these needs.

I look forward to your thoughts.

=====References

Tabakakis, K., Sloane, K., Besch, J., Quyen, G.T. (2020). Burnout and its correlates in research

      administrators. Research Management Review, 24(1).  

Building a culture of collaboration in an industry characterized by complex government regulation, hyper-competitiveness,  entangled institutional management practices, and unpredictable economic conditions is difficult. It leads to research administrator burnout (Tabakakis et al., 2020). The World Health Organization (WHO) defines burnout as a syndrome resulting in chronic workplace stress that is not successfully managed. It has three characteristics: (1) lack of energy or exhaustion; (2) disconnection distance from one's job or negative feelings or cynicism related to the job; and (3) reduced professional performance.

            From October 2018 through January 2019, Tabakakis and her research team conducted a cross-sectional study among 2,416 research administrators from four associations in Australia, Canada, the UK, and the US. Their findings concluded that there was a significant prevalence of personal burnout, work-related burnout, and client-related burnout in the profession of research administration (Tabakakis et al., 2020). These findings are not an unexpected outcome for those working in the industry. Especially for those of us who have been in the industry for an extended period.

I want to propose a conversation for workplace-related solutions to offset potential burnout situations in this thread. I will start the discussion with steps that we have taken at Boise State to alleviate some of the potentials for burnout in our area, and I look forward to your responses here as well.

            At Boise State, we have

• Introduced drop-in happy hours for our remote staff. These are voluntary and there is no agenda. This is an opportunity to collaborate on any topic or to just talk about things that or of importance to the individual.
• Set up a quarterly get-together so that remote employees and hybrid employees, and on-campus employees may have the opportunity to get together. These are social events, but sometimes we discuss business topics and are usually impromptu.
• As managers, our doors, emails, chats, and texts are always available for employee conversations to discuss any concerns, barriers, and frustrations. This management style has changed due to the extreme hybridization of our working environments. We have employees on campus, remote and hybrid, and the needs of these employees vary, and the operating schedules. The managers and directors must alter their contact availability to meet these needs.

I look forward to your thoughts.

=====References

Tabakakis, K., Sloane, K., Besch, J., Quyen, G.T. (2020). Burnout and its correlates in research

      administrators. Research Management Review, 24(1).  

Building a culture of collaboration in an industry characterized by complex government regulation, hyper-competitiveness,  entangled institutional management practices, and unpredictable economic conditions is difficult. It leads to research administrator burnout (Tabakakis et al., 2020). The World Health Organization (WHO) defines burnout as a syndrome resulting in chronic workplace stress that is not successfully managed. It has three characteristics: (1) lack of energy or exhaustion; (2) disconnection distance from one's job or negative feelings or cynicism related to the job; and (3) reduced professional performance.

            From October 2018 through January 2019, Tabakakis and her research team conducted a cross-sectional study among 2,416 research administrators from four associations in Australia, Canada, the UK, and the US. Their findings concluded that there was a significant prevalence of personal burnout, work-related burnout, and client-related burnout in the profession of research administration (Tabakakis et al., 2020). These findings are not an unexpected outcome for those working in the industry. Especially for those of us who have been in the industry for an extended period.

I want to propose a conversation for workplace-related solutions to offset potential burnout situations in this thread. I will start the discussion with steps that we have taken at Boise State to alleviate some of the potentials for burnout in our area, and I look forward to your responses here as well.

            At Boise State, we have

• Introduced drop-in happy hours for our remote staff. These are voluntary and there is no agenda. This is an opportunity to collaborate on any topic or to just talk about things that or of importance to the individual.
• Set up a quarterly get-together so that remote employees and hybrid employees, and on-campus employees may have the opportunity to get together. These are social events, but sometimes we discuss business topics and are usually impromptu.
• As managers, our doors, emails, chats, and texts are always available for employee conversations to discuss any concerns, barriers, and frustrations. This management style has changed due to the extreme hybridization of our working environments. We have employees on campus, remote and hybrid, and the needs of these employees vary, and the operating schedules. The managers and directors must alter their contact availability to meet these needs.

I look forward to your thoughts.

=====References

Tabakakis, K., Sloane, K., Besch, J., Quyen, G.T. (2020). Burnout and its correlates in research

      administrators. Research Management Review, 24(1).  

Building a culture of collaboration in an industry characterized by complex government regulation, hyper-competitiveness,  entangled institutional management practices, and unpredictable economic conditions is difficult. It leads to research administrator burnout (Tabakakis et al., 2020). The World Health Organization (WHO) defines burnout as a syndrome resulting in chronic workplace stress that is not successfully managed. It has three characteristics: (1) lack of energy or exhaustion; (2) disconnection distance from one's job or negative feelings or cynicism related to the job; and (3) reduced professional performance.

            From October 2018 through January 2019, Tabakakis and her research team conducted a cross-sectional study among 2,416 research administrators from four associations in Australia, Canada, the UK, and the US. Their findings concluded that there was a significant prevalence of personal burnout, work-related burnout, and client-related burnout in the profession of research administration (Tabakakis et al., 2020). These findings are not an unexpected outcome for those working in the industry. Especially for those of us who have been in the industry for an extended period.

I want to propose a conversation for workplace-related solutions to offset potential burnout situations in this thread. I will start the discussion with steps that we have taken at Boise State to alleviate some of the potentials for burnout in our area, and I look forward to your responses here as well.

            At Boise State, we have

• Introduced drop-in happy hours for our remote staff. These are voluntary and there is no agenda. This is an opportunity to collaborate on any topic or to just talk about things that or of importance to the individual.
• Set up a quarterly get-together so that remote employees and hybrid employees, and on-campus employees may have the opportunity to get together. These are social events, but sometimes we discuss business topics and are usually impromptu.
• As managers, our doors, emails, chats, and texts are always available for employee conversations to discuss any concerns, barriers, and frustrations. This management style has changed due to the extreme hybridization of our working environments. We have employees on campus, remote and hybrid, and the needs of these employees vary, and the operating schedules. The managers and directors must alter their contact availability to meet these needs.

I look forward to your thoughts.

=====References

Tabakakis, K., Sloane, K., Besch, J., Quyen, G.T. (2020). Burnout and its correlates in research

      administrators. Research Management Review, 24(1).  

Building a culture of collaboration in an industry characterized by complex government regulation, hyper-competitiveness,  entangled institutional management practices, and unpredictable economic conditions is difficult. It leads to research administrator burnout (Tabakakis et al., 2020). The World Health Organization (WHO) defines burnout as a syndrome resulting in chronic workplace stress that is not successfully managed. It has three characteristics: (1) lack of energy or exhaustion; (2) disconnection distance from one's job or negative feelings or cynicism related to the job; and (3) reduced professional performance.

            From October 2018 through January 2019, Tabakakis and her research team conducted a cross-sectional study among 2,416 research administrators from four associations in Australia, Canada, the UK, and the US. Their findings concluded that there was a significant prevalence of personal burnout, work-related burnout, and client-related burnout in the profession of research administration (Tabakakis et al., 2020). These findings are not an unexpected outcome for those working in the industry. Especially for those of us who have been in the industry for an extended period.

I want to propose a conversation for workplace-related solutions to offset potential burnout situations in this thread. I will start the discussion with steps that we have taken at Boise State to alleviate some of the potentials for burnout in our area, and I look forward to your responses here as well.

            At Boise State, we have

• Introduced drop-in happy hours for our remote staff. These are voluntary and there is no agenda. This is an opportunity to collaborate on any topic or to just talk about things that or of importance to the individual.
• Set up a quarterly get-together so that remote employees and hybrid employees, and on-campus employees may have the opportunity to get together. These are social events, but sometimes we discuss business topics and are usually impromptu.
• As managers, our doors, emails, chats, and texts are always available for employee conversations to discuss any concerns, barriers, and frustrations. This management style has changed due to the extreme hybridization of our working environments. We have employees on campus, remote and hybrid, and the needs of these employees vary, and the operating schedules. The managers and directors must alter their contact availability to meet these needs.

I look forward to your thoughts.

=====References

Tabakakis, K., Sloane, K., Besch, J., Quyen, G.T. (2020). Burnout and its correlates in research

      administrators. Research Management Review, 24(1).