Sun. May 19th, 2024

Inventory management, especially when it comes without automation, is a painful occupation. 

A vexing concern related to the stress experienced by the humans involved in the process. Toilers forced to deal with stock shortages, surpluses, and spoilage. 

Left to deal with supply chain and manufacturing officials on either end. Sentinels who are never happy with the way things fare. ‘Fiends’ who only express satisfaction over the output of inventory management software

Anything less accurate, less mechanized, is unacceptable.

Burnouts: A Natural Part of the Trade

Burnouts, then, hardly come as a surprise in the field. Followed, of course, by all manner of distressing tantrums and shouting runs. A situation that almost always culminates in high churns.

Not a desirable scenario by any stretch.

So in order to keep operations going – and smoothly – the wily manager goes to improvise. Rethink the workflow a bit; perhaps loosen it up in some negotiable, acceptable, respects. Tighten it in others to keep the HR peace.

Dealing with the Morose…

As an inventory management professional myself, I’ve certainly had to deal with my share of stock issues. Both concerned with trade tangibles as well as worker logistics.

Based on this experience, I’ve devised a rubric which I’m happy to share below – fleshed out in 4 pointers. More often than not, these resolutions ‘go tos’ have helped me to even the bulk of work-execution hiccups. Nipping budding worker stressors in the bud before they germinate. For best trade visit

Prescriptions you can tweak to suit your daily operational needs. Read more about mikaela tesla.

So let’s get to it.

Four Ways to Bust Inventory Management Burns

The first tactic, drawing on intuitive progression, attempts to work with human psychology. 

The second, third, and fourth, while also rooted in the same drive, are more disruptive. They make use of both tangible and positional offerings to placate incensed workers.

1. Workplace Therapeutics (‘Talking Down Conflict’)

In human affairs, as you – the reader – can attest, nothing beats some good-old talk therapy. Dialogue, with its back-and-forth dialectic, makes for a natural medium to vent. Its channeling is cathartic. Lovingly cajoling – when done right. 

So the first managerial response to any instances of worker conflict should be conversation. Conducted, ideally, in a nurturing, private setting. 

The therapist in the equation should do more of the listening, however. After throwing a few probing hooks at the troubled worker, attempting to draw them in.

To animate the reluctant complainant, a good approach is to start with a profession. This account rendering can be fictitious; the aim is to impart a modicum of comfort. An informal ‘ease’ which the perturbed can draw upon to facilitate the vent. A feat completely beyond the scope of a repair shop software – requiring the human component.

Still, these talk sessions should proceed with caution. Guarded in their acts of divulging, so as not to prove too compromising on the respect front. The point where they would lose their efficacy.

The good news, though, is that this form of remediation gets easy with practice. So don’t sweat it if your first engagement – as the instigator – descends into ruin. It will get better.

2. The Repositioning Incentive

Sometimes, burnouts result from long standing worker fixed-role placements. The employee concerned, following a long season of monotonous work, is troubled. At this stage, they aspire for movement. A shift in vantage and tasks-execution to ascend from the everyday morose.

This is where repositioning can help. And the practice comes particularly mandated in the case of productive workers caught in the blues.

Status upgrades or lateral shifts also convey managerial concern. Mental satisfaction for the worker who, following the said treatment, is made certain of having their issue addressed. Peace that enables them to continue toiling onward.

In some instances, it’s even wise to create unofficial – but effective – role placements for good workers. Their psychological appeasement, more so than their provision, quantified, benefits, is what counts.

Certain POS software, affixed with remote work features, enables users to formalize repositionings. They come equipped with timely notifications; letting the intended know of the shifts.

3. Offering ‘Goodies’

Material offerings are tokens of appreciation. They communicate the good standing of a worker in the eyes of management. What’s more, they present a tried-and-trusted means towards conflict resolution. 

Their effect, in many respects, is similar to that of Christmas presents. A way to spirit some warmth and good cheer to the recipient. And making for a natural ice-breaker/conversation starter in scenarios of siloization. 

Like with all appeasement prescriptions, just don’t go overboard with this. Reserve rewards only for particular occasions – when worker stress, unmanaged by talk, goes through the roof. 

Additionally, where rewards are concerned, inventory management software can prove useful. Many of these applications come with dedicated scoring features for workers. 

Coveted, good ratings can be linked to remuneration increments. The incentive that every employee aims for. Poor scores, on the other hand, are reflective of lacking performance.

4. Watering the Flame

In cases where worker demands are deemed legit/come backed by reason, consider flame-cutting. If you don’t get the analogy, focus on the takeaway. 

Change the complainant’s working orientation to something more personally excitable. Provided you wish to retain the resource, of course. There’s no justification for taking this extreme measure, otherwise.

Also, in cases where the workflow affected is business-essential, look the other way. This stratagem will render more harm than good.

So there you have it.

My four actionable, experiential hacks on alleviating inventory management worker burnout.

But I’m curious to learn – how do you go about untangling your inventory mess (when it occurs)?

Let me know in the comments below – perhaps I’ll be tempted to revise my take!

By Manali

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