Butterflies or fluttering in the stomach (nervousness, anticipation, joy)

Muscle tension in the jaw or neck (frustration, determination, focus)

Warmth or flushed feeling (embarrassment, excitement, happiness)

Restlessness or fidgeting (anxiety, eagerness, enthusiasm)

Tingling in the hands or fingers (fear, anticipation, exhilaration)

Heaviness in the body (sadness, relaxation, contentment)

Lump or tightness in the throat (grief, awe, tenderness)

Shallow breathing (panic, exhilaration, excitement)

Tension across the chest (anxiety, love, anticipation)

(Internal Task Force Use Only)

Company background:
HÜGA is a global home furnishings company known for affordable design and flat-pack solutions. With 40,000 employees worldwide, HÜGA combines large retail showrooms, warehouses, and design centres. Recent growth and restructuring have created both excitement and strain.

Survey Overview

• Date: Two weeks ago

• Respondents: 6,800 employees worldwide

• Response Rate: 62%

• Method: Online anonymous survey

Key Findings

1. Stress & Workload

• 68% of staff report frequent stress due to workload.

• 54% say they often work beyond contracted hours.

• 31% report they have considered leaving in the past 6 months due to pressure.

• Comments: “We are always rushing to meet deadlines.” / “There’s no time to recover after peak campaigns.”

2. Morale & Engagement

• 42% of staff say they feel less motivated than last year.

• 37% feel their work is not recognised by managers.

• Positive comments highlight team spirit and pride in HÜGA’s mission.

3. Manager Support

• 49% of employees say their manager rarely checks in on wellbeing.

• 26% feel comfortable raising concerns about stress with their manager.

• “My manager cares, but doesn’t know what to do.”

4. Current Support & Use

• Only 18% have used the company’s wellbeing resources (counselling line, mindfulness app).

• 61% didn’t know what resources were available.

• “I don’t have time to use them.” / “It feels like a tick-box exercise.”

5. Employee Suggestions

Top requests from staff (in order of frequency):

1. Flexible work hours (partially remote, flexible start/end times).

2. Clearer workload priorities — stop overloading teams.

3. Manager training to handle stress and conflict.

4. Peer support groups or “buddy system” for wellbeing.

5. Visible action — not just words — to show wellbeing is taken seriously.

Summary for Task Force

HÜGA employees are loyal and proud of the company’s values, but current working conditions are eroding morale. Burnout risk is high due to workload, lack of recovery time, and insufficient manager support.

Employees want visible, practical changes, not abstract programmes. The most immediate opportunities are flexible work arrangements, manager training, and simple peer-support networks.

(Confidential – For Task Force Use Only)

Subject: Immediate Response to Burnout Concerns

Task Force,

The Executive Board is concerned about recent reports of employee stress and falling morale. HÜGA has always been proud of its values: togetherness, simplicity, and a better everyday life. We must now show that we care for our people and protect our business performance.

Guidance for the Task Force

1. Visible Action Quickly

• We need an initiative that employees notice and talk about immediately.

• A symbolic, high-impact gesture is as important as structural fixes.

2. Balance Wellbeing with Productivity

• While we support wellbeing, business continuity is non-negotiable.

• Flexible working and reduced hours must not damage customer experience or store performance.

3. One Clear Message

• The initiative must feel unified across markets, not a patchwork of ideas.

• Internal communications should emphasise that HÜGA is ahead of the curve on wellbeing.

4. Sustainable, Scalable

• Avoid “one-off campaigns” that fade after a month.

• Propose solutions that can grow with the company globally.

Constraints

• Budget is tight. Use existing platforms, people, and tools wherever possible.

• Timeframe: 4 weeks to launch the initiative.

• Global workforce: Solution must work in both retail and office environments.

Closing Note

We trust the Task Force to propose something bold, credible, and deliverable. Remember: the Board will be watching closely, and so will the employees.

Signed,
HÜGA Executive Board

(Confidential – For Task Force Use Only)

Subject: Urgent Adjustment to Burnout Initiative

Task Force,

Thank you for your progress so far. The Executive Board has reviewed initial feedback and emerging media coverage. We must refine the direction immediately.

New Priorities

1. Media Attention

• A major business magazine is preparing an article on corporate burnout. HÜGA must be featured as a positive example.

• Ensure the initiative has an external story as well as an internal impact.

2. Visible Leadership

• The Board wants managers and leaders seen taking action. Consider how to involve them directly.

• It is not enough to roll out resources; we must showcase leaders as role models.

3. Tighter Scope

• Focus on one flagship action rather than a collection of smaller ideas.

• Fragmentation will weaken the impact.

Constraints (Revised)

• Do not propose changes to contracts or hours. This is not feasible at present.

• Budget remains unchanged. Creativity is required.

• Timeframe: Initial launch must be visible within 2 weeks, not 4.

Closing Note

We appreciate your dedication under pressure. Remember: perception is reality. Employees and the public must see HÜGA as taking decisive, human-centred action.

Signed,
HÜGA Executive Board

HÜGA is a global home furnishings company, known for smart design, affordable solutions, and a culture of teamwork and innovation. With tens of thousands of employees across showrooms, warehouses, and design centres, HÜGA is proud of its mission: creating a better everyday life for everyone.

Recently, rising stress levels, long hours, and declining morale have been flagged in staff surveys. Leadership recognises that these issues, if unaddressed, could impact both employee wellbeing and business performance.

To respond quickly and effectively, HÜGA has created a Special Task Force — a select group of employees from different teams across the company. Your mission is to design and implement a company-wide burnout prevention initiative.

You will face ambiguity, shifting priorities, and limited resources. Your success will depend on clear communication, rapid decision-making, and creative collaboration.

Your Tasks:

• Decide priority actions for the initiative.

• Structure your team of Specialists to deliver efficiently.

• Communicate clearly with Specialists so they can produce outputs.

• Respond quickly to updates, curveballs, and changing circumstances.

• Balance employee wellbeing with business constraints.

Constraints:

• Updates from Leadership may be ambiguous or conflicting.

• Resources are limited; not all ideas can be implemented.

• Time is tight — decisions must be made quickly.

• Oversees the initiative’s focus on employee wellbeing.

• Guides Specialists who analyse staff data, develop engagement strategies, and create wellbeing materials.

Communications Manager

• Shapes how the initiative is communicated internally and externally.

• Guides Specialists creating memos, posters, videos, and presentations.

Training & Development Manager

• Focuses on manager training, workshops, and upskilling programs.

• Guides Specialists designing learning materials and sessions.

Peer Support Manager

• Designs networks and structures for peer support and mentorship.

• Guides Specialists who develop matching systems, forums, and feedback mechanisms.

Implementation & Logistics Manager

• Ensures deliverables are feasible and launched on time.

• Guides Specialists coordinating deadlines, formats, and deployment channels.

Your Tasks:

• Translate your Manager’s directives into clear deliverables.

• Adjust work according to updates, curveballs, and changing guidance.

• Communicate challenges or bottlenecks back to your Manager.

• Ensure outputs are understandable, actionable, and aligned with evolving priorities.

Constraints:

• Time and resources are limited; not everything can be done.

• Instructions may change mid-way.

• Some information may arrive late or be ambiguous.

Wellbeing Specialist (Employee Wellbeing Manager Team)

• Review staff survey data, feedback, and engagement trends.

• Prepare insights and recommendations for wellbeing initiatives.

Communications Specialist (Communications Manager Team)

• Create memos, infographics, posters, videos, and short presentations.

• Ensure messaging is clear and aligned with Manager priorities.

Training Specialist (Training & Development Manager Team)

• Develop workshop content, learning activities, and materials.

• Adapt materials quickly as priorities shift.

Peer Support Specialist (Peer Support Manager Team)

• Organise peer support structures, matching systems, and internal networks.

• Monitor engagement and provide progress updates.

Implementation Specialist (Implementation & Logistics Manager Team)

• Track deliverables, deadlines, and feasibility.

• Ensure outputs are ready for deployment and coordinate with other Specialist teams as needed.