Practice knowledge base
Energy Audit
An energy audit helps employees and managers identify which tasks energize them and which drain them, enabling agreement on a more sustainable distribution of work.
Documentation sections
What it is
An energy audit is a brief analysis of work tasks through the lens of energy: identifying what sparks interest and a sense of progress versus what quickly depletes energy. Employees record their observations, which managers then use in discussions about workload, priorities, and task redistribution. This practice does not replace medical assistance or resolve systemic overload on its own, but it helps detect the risk of burnout earlier.
When it helps
- The employee often ends the day feeling drained, even though the formal workload hasn't changed.
- Irritation is growing in the team due to repetitive, urgent, or poorly coordinated work.
- After weekends or vacation, the person quickly returns to feeling tired.
- The manager sees a decline in initiative and wants to discuss workload without blame.
- There is a need to understand which tasks should be redistributed, simplified, or limited.
How to start
- 1 Choose a short observation period and ask the employee to note tasks that are energizing, neutral, or draining.
- 2 Ask them to note not only the task but also the reason: urgency, unclear expectations, conflicts, monotony, or lack of results.
- 3 Have a one-on-one conversation and address recurring sources of depletion without evaluating the employee's character.
- 4 Agree on one or two workload adjustments: eliminate unnecessary approvals, change the order of tasks, delegate some work, or clarify completion criteria.
- 5 After a few work cycles, check whether it has become easier to recover and maintain work pace.
Expected effect
Managers get a substantive discussion about workload instead of a general "I'm tired." The team notices tasks that regularly drain resources sooner, and can change the distribution of work before fatigue turns into chronic exhaustion.
Common pitfalls
- Reducing the audit to the employee's personal motivation and not changing working conditions.
- Using the records against the person in performance evaluations or task assignments.
- Discussing only unpleasant tasks and overlooking work that energizes and develops strengths.
- Expecting the practice to compensate for chronic understaffing or constant overtime.
- Recording too many details, making the observation itself an additional burden.
Further reading
- Book: Christina Maslach, Michael Leiter, The Burnout Challenge
- Book: Tony Schwartz, Jim Loehr, The Power of Full Engagement
- Research: Bakker, Demerouti, Job Demands-Resources theory
- Book: Teresa Amabile, Steven Kramer, The Progress Principle
FAQ
Who should initiate an energy audit?
Usually, a manager or HR initiates it, but the employee does the observations. It's important to explain right away that the goal is to understand workload and working conditions, not to assess the individual's personal resilience.
Can this practice be conducted without a consultant?
Yes. For the first step, a simple task list and a one-on-one conversation are enough. A consultant is only needed if the team is facing severe conflicts, widespread exhaustion, or cannot agree on actions.
How much time does it take?
The observation should be short and easy: a few notes at the end of the day or after major tasks. If completing it takes too much time, the format should be simplified.
What if an employee is afraid to speak honestly about exhaustion?
First, set safety rules: the records are not used for punishment, and the discussion concerns working conditions, not personal weaknesses. The manager should begin with neutral questions about tasks and expectations.
How can you tell if the practice is working?
Specific sources of fatigue and clear changes in work emerge in conversations. It becomes easier for the employee to explain which tasks require focus protection, support, or redistribution.