What do we mean by workload?

In the workplace, workload refers to all the tasks and responsibilities entrusted to an employee in the context of his or her job. It is defined as the physical, intellectual and mental demands involved in carrying out a job.

‍

It includes not only the volume of work to be done, but also the intensity, complexity and resources required to complete these tasks.

This concept was originally used to assess the amount of work a worker could do without compromising his or her health or the quality of production.

‍

An employee's workload: factors to take into account

• Quantity of work: this refers to the number of tasks to be carried out. If the number is too high in relation to the time available, we speak of work overload. Conversely, when the volume of work is too low, we speak of work underload. An excessive or too low workload is problematic for both employees and the company.
• Task complexity: some tasks require more thought, organization or expertise. The level of difficulty and skills required will therefore influence the time it takes to complete the job.
• Available resources: resources are an important part of the workload. Access to good computer equipment and good information transmission will help to avoid adding to the workload.
• Organization: to better manage workloads, it's essential that managers distribute work according to each person's skills and priorities.
• Deadlines: time management is crucial to the feeling of workload. It's important to respect the deadline so as not to add stress to workers' lives.
• Monitoring and fine-tuning: managers must regularly review ongoing projects to adjust priorities where necessary and ensure that objectives are still achievable.

New ways of working, such as telecommuting, can have an even greater impact on workloads.

‍

Excessive or low workload: individual and collective impact

Workload is an important factor in well-being at work. It is one of the most frequently cited psychosocial risk factors. In the long term, overwork can lead to burnout. Underwork, on the other hand, can lead to demotivation, a feeling of low self-esteem and the risk of boredom.

‍

Failure to take workload into account can lead to individual problems: RSI, psychological disorders, stress, burnout, increased risk of errors and accidents... There is also an impact on the collective: deterioration in collective relations, increased absenteeism, feelings of inequity, customer and user complaints...

The 3 dimensions of workload

To regulate the workload properly, you need to be able to address and take into account its three dimensions:

• Prescribed workload: what the company expects of me and my work, what I'm asked to do
• Actual workload: what I actually do, with contingencies and adjustments
• Experienced workload: this corresponds to the worker's representation. It is subjective. For the same volume of work, two employees may perceive their workload very differently.

How to analyze the 3 load levels?

Different methods can be used to analyze the 3 load levels. For example, activity logs can be used to record the tasks performed by a person over a given period of time, with an estimate of the time spent on each activity. In discussion groups, load factors, resources to be mobilized and solutions to be implemented are identified.

‍

In addition, other determinants of work activity must be taken into account: work organization, skills, work environment, work group, etc.

‍

Individual interviews are also used to assess workload levels.

‍

Levels of action to regulate workloads

The company plays an essential role in workload management. The company must strike a balance between its obligation to achieve results and the means available to achieve this objective.

‍

The company can rely on its managers to find this balance. This is not something that comes naturally, so the company can train managers in certain themes that are essential to regulating workloads, such as active listening, stress prevention, teleworking support, etc.

‍

See also our article on training managers to support well-being at work.

‍

The support of both the manager and the organization is very important. Indeed, when employees do not feel listened to or recognized, and cannot express their opinions, they perceive an increase in their workload.

‍

For companies, there are 3 levels of workload regulation:

‍

1. Planning/anticipating

• Use activity planning tools such as the Gantt chart.
• Refer to activity frames of reference to simulate theoretical workloads
• Ensure that employees take leave and integrate it into planning
• Maintaining work/life balance
• Take into account all activities (even invisible ones)

The company needs to use the three dimensions of workload to plan its objectives. What is expected? What does this mean from the manager's point of view? How is it perceived by the worker?

2. Monitor and evaluate

Actual activities can be tracked using, for example, quantitative indicators for monthly monitoring (for a sales department: number of invoices, number of customer follow-ups, etc.) and via individual interviews. Exchanges between the manager and his team are essential to highlight real work. Ultimately, it's important to combine quantitative and qualitative approaches to assessment.

3. Adjust and adapt

• Managers must assess the impact on workloads with employees right from the project design stage.
• Organizing and making disconnection effective
• Organize regular team meetings to: set priorities, make trade-offs, share choices collectively, respond to variations in activity.

What's more, even if workload regulation is primarily a matter between manager and employee, it can also involve other players. It can be discussed transversally with colleagues, other departments, management, customers, suppliers...

Good workload management therefore relies on balancing tasks, available resources and the time devoted to these tasks, while ensuring that well-being at work is maintained.