{"id":2961,"date":"2023-01-30T14:58:25","date_gmt":"2023-01-30T14:58:25","guid":{"rendered":"https:\/\/coachingsquare.com\/coaching-mentoring-academy\/?p=2961"},"modified":"2024-06-21T08:14:31","modified_gmt":"2024-06-21T08:14:31","slug":"apres-un-burn-out-remettre-lhumain-au-centre","status":"publish","type":"post","link":"https:\/\/coachingsquare.com\/coaching-mentoring-academy\/apres-un-burn-out-remettre-lhumain-au-centre\/","title":{"rendered":"Apr\u00e8s un burn-out, remettre l’humain au centre"},"content":{"rendered":"\n

Se reconstruire apr\u00e8s un burn-out<\/h1>\n\n\n\n

La d\u00e9tresse psychologique atteint des niveaux records dans le monde du travail. En France, selon une enqu\u00eate de Opinionways<\/a>, 4 salari\u00e9s sur 10 seraient en \u00e9puisement professionnel.<\/p>\n\n\n\n

Le burn-out est souvent l\u2019aboutissement de la d\u00e9gradation du rapport au travail, alors que jusque-l\u00e0 le salari\u00e9 se surinvestissait dans ses fonctions.<\/strong> G\u00e9raldine, responsable marketing tr\u00e8s performante d\u2019une bo\u00eete de distribution, a les faveurs de son manager. Elle re\u00e7oit la responsabilit\u00e9 d\u2019un march\u00e9 suppl\u00e9mentaire. Son manager, sous l\u2019eau, n\u2019est plus vraiment disponible et lui fait confiance pour g\u00e9rer seule ses diff\u00e9rents march\u00e9s. Il fixe n\u00e9anmoins des attentes \u00e9lev\u00e9es. G\u00e9raldine fait face \u00e0 de nouvelles difficult\u00e9s. Elle prend peur de ne plus \u00eatre \u00e0 la hauteur et doute de plus en plus. Elle commence \u00e0 entendre des reproches de son manager. <\/p>\n\n\n\n

Le coaching et la sant\u00e9<\/h2>\n\n\n\n

Un jour elle se r\u00e9veille sans plus aucune \u00e9nergie et est incapable de se rendre au travail.<\/p>\n\n\n\n

Son m\u00e9decin lui prescrit un repos de 3 semaines. Elle sera absente 3 mois. <\/p>\n\n\n\n

S\u2019en suit une p\u00e9riode compliqu\u00e9e. Son manager qui a assur\u00e9 l\u2019int\u00e9rim se rend compte de quelques manquements de G\u00e9raldine. Il est sous pression. Lorsqu\u2019elle revient au travail, il se demande s\u2019il a eu raison de lui faire confiance. Leur communication se d\u00e9grade. G\u00e9raldine est sur le point de recraquer\u2026 Cette situation est malheureusement fort courante. Si l\u2019employeur ne r\u00e9alise pas que l\u2019environnement socio-professionnel est un contributeur majeur de l\u2019\u00e9puisement physique, \u00e9motionnel et mental du collaborateur alors un \u00ab effet domino \u00bb se d\u00e9clenche. Des talents quittent l\u2019entreprise. D\u2019autres collaborateurs craquent. La r\u00e9ussite de la reprise apr\u00e8s un burn-out se pr\u00e9pare. Le processus de r\u00e9int\u00e9gration doit \u00eatre collectif, progressif et concert\u00e9, sous l\u2019\u00e9gide du RH.<\/p>\n\n\n\n

Coaching et burn-out<\/h2>\n\n\n\n

Apr\u00e8s un burn-out, il est important de s\u2019int\u00e9resser \u00e0 l\u2019\u00e9quipe dont fait partie le salari\u00e9. Des ph\u00e9nom\u00e8nes de contagion \u00e9motionnelle au sein des groupes existent. L\u2019\u00e9quipe s\u2019est retrouv\u00e9e bouscul\u00e9e \u00e0 la suite du d\u00e9part de leur coll\u00e8gue. Cette absence longue dur\u00e9e va la mettre au d\u00e9fi. Le salari\u00e9 qui tente de se r\u00e9int\u00e9grer passe par diff\u00e9rents \u00e9tats d\u2019\u00e2me : joie et appr\u00e9hension de retrouver ses coll\u00e8gues, culpabilit\u00e9 d\u2019avoir laiss\u00e9 tomber l\u2019\u00e9quipe. Egalement le manque de l\u00e9gitimit\u00e9 \u00e0 r\u00e9assumer ses responsabilit\u00e9s, voire honte de ne pas avoir \u00e9t\u00e9 \u00e0 la hauteur. La confiance est rarement au rendez-vous, ni du c\u00f4t\u00e9 du manager ni du salari\u00e9. A ce moment tout t\u00e9moignage de sympathie, d\u2019appui, de patience sera rassurant.<\/p>\n\n\n\n

Les modalit\u00e9s de reprise se discutent : pourcentage du temps de travail, r\u00e9am\u00e9nagement temporaire de poste. La disponibilit\u00e9 du leader et les \u00e9changes p\u00e9riodiques avec le RH. Le temps partiel lors de la r\u00e9int\u00e9gration ne doit pas \u00eatre vu comme un cadeau que l\u2019on octroie \u00e0 la personne. Mais une obligation temporaire et importante pour assurer le succ\u00e8s de la reprise et donc pr\u00e9venir une rechute.<\/p>\n\n\n\n

Coaching et accompagnement<\/h2>\n\n\n\n

Un accompagnement par un coach<\/a> externe (et\/ou un th\u00e9rapeute si le salari\u00e9 est entr\u00e9 en d\u00e9pression) est recommand\u00e9 pendant la p\u00e9riode de transition. Cet accompagnement aborde notamment les aspects : signaux faibles de l\u2019\u00e9puisement, peurs de ne plus \u00eatre l\u00e9gitime, l\u2019image id\u00e9ale que le salari\u00e9 se fait de lui\/elle-m\u00eame, culpabilit\u00e9 voire honte d\u2019avoir \u00e9t\u00e9 \u00ab faible \u00bb\u2026 <\/p>\n\n\n\n

Il aidera le collaborateur \u00e0 r\u00e9fl\u00e9chir sur sa mani\u00e8re d\u2019aborder sa vie professionnelle. Sur les nouveaux \u00e9quilibres qu\u2019il veut \u00e9tablir, ce sur quoi il va chercher \u00e0 l\u00e2cher prise. Un des enjeux de l\u2019accompagnement sera de redonner \u00e0 la personne l\u2019envie de retourner au travail, reb\u00e2tir l\u2019estime de soi\/confiance en soi pour oser interagir \u00ab normalement \u00bb avec ses coll\u00e8gues. Il veillera \u00e0 ce que le syst\u00e8me manager-salari\u00e9-\u00e9quipe diminue son entropie. Un accompagnement du n+1 peut \u00eatre utile pour l\u2019aider \u00e0 mettre en place un climat de s\u00e9curit\u00e9 psychologique, qui sera gage de la volont\u00e9 de l\u2019employeur de \u00ab s\u00e9curiser \u00bb le retour.<\/p>\n\n\n\n

Le processus de r\u00e9int\u00e9gration est d\u00e9licat et syst\u00e9mique ; s\u2019il est r\u00e9ussi, il est toujours un moment de croissance individuelle et collective. L\u2019employ\u00e9, le manager et l\u2019\u00e9quipe peuvent en ressortir plus r\u00e9silient et plus conscient des enjeux humains dans le monde du travail.  <\/p>\n\n\n\n

Philippe Vaneberg; coach et formateur de coach<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

Se reconstruire apr\u00e8s un burn-out La d\u00e9tresse psychologique atteint des niveaux records dans le monde du travail. En France, selon…<\/p>\n","protected":false},"author":8,"featured_media":2962,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[30],"tags":[],"class_list":["post-2961","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-news-fr"],"yoast_head":"\nApr\u00e8s un burn-out, remettre l'humain au centre -<\/title>\n<meta name=\"description\" content=\"Le burn-out est souvent l\u2019aboutissement de la d\u00e9gradation du rapport au travail, lorsque le salari\u00e9 se surinvestit dans ses fonctions.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/coachingsquare.com\/coaching-mentoring-academy\/apres-un-burn-out-remettre-lhumain-au-centre\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta 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