Agreed. So well put too!

Workism is in the interest of the individual, seeking to live up to their purpose in the role at a company, and more often than not has a set of long-term career goals that may not have any association with the company they are currently working for, however they are forging ahead as they have a clear vision and a goal to achieve.

Loyalty to employees as well as employees to companies has been long gone for years. The well-being of employees within a psychological safe work environment is imperative and must be continually monitored to enable effective and efficient work and productivity – However to undermine an employees’ commitment and dedication to their work by acting presumptuous that they could be burning out is an insult to their qualifications, their certainty in understanding the invested time and energy required to complete the task and overall work ethic.

Lets stop and reflect for a moment and ask ourselves – Since when did being passionate and hungry for success ever constitute a general cause for concern and implied burn out? As adults we all have our thresholds, boundaries and a warranted voice to stipulate our requirements if a task needs more resources.

I believe when circumstances like this crop up, it’s a tale-tell sign that something might be amiss with the overall team’s and/or managements lack of productivity which psychology can implicate these circumstances more often than not might perpetuate unwanted negative triggers, in those who aren’t giving 100% in their work hours.
If I didn’t know any better, I would say this article reaffirms an organisations’ general chain of command and its inevitable insecure list of managers who fear losing control. I find it to be one out of a few rather clever tactics to perpetually keep employees on a performance management wheel, because, “career progression” as much as it is always an exciting perk to see on a job advert, it somehow never cultivates into tangible results.

If an employer and/or frontline manager goes out of their way to identify a workaholic, I would say to employees, do not be made to believe “you’re burning out” or “this is consuming you” and especially, “you need to take a mental day” when meeting and going above the contract’s requirements, UNLESS yourself can feel it, and seek the need to address it. In a toxic working environment, generally a frontline manager may use this as a weapon to demise your performance in a bid to out perform you.

HR need to create well-being initiatives that teach employers that a part of fostering a psychological workplace environment means to communicate more effectively and exercise their people skills that will identify whether the employee may or may not be struggling to have a discussion on feeling burnt out due to over working, then proceed accordingly.

Being in the workforce for over 15 years, I come with knowledge and experience working for a myriad of industries understanding that;

A good employer appreciates an employee with a strong work ethic who is performing.

A good employer who recognizes an employee with a strong work ethic will begin investing in their learning and development to further progress by building a strong trusted relationship with them.
(even if that means the employee ends up leaving because there is evidently always no room for progression)

A good employer becomes a better employer of choice as they are known for identifying passionate employees driving results autonomously and in collaboration with confidence and competence derived from their exemplary leadership and mentorship skills.

A good employer who identifies those employees who are creating an impact, will allow you the agency to make all personal and well-being decisions for yourself, when data more than likely will show you are a top performer.

I find this to be ethical, but then again, I could be wrong.