Job burnout is an increasingly common topic of discussion among HR professionals and senior leadership. Forbes reported that job burnout is at 66 per cent, an all-time high, with the return to office a contributing factor. Benefits Canada reported that 69 per cent of employees experience symptoms related to burnout.
The World Health Organization (WHO) describes burnout as an occupational phenomenon characterized by chronic workplace stress not managed effectively, such as:
• Feelings of energy depletion or exhaustion
• Increased mental distance from or feelings of negativism or cynicism related to one’s job
• Reduced professional efficacy
The United Nations reported in 2019 that stress, excessively long working hours and disease contribute to the deaths of approximately 2.8 million workers every year. With pandemic and post-pandemic geopolitical stress and economic challenges, this number likely has not declined. Burnout impacts employees’ performance potential and increases their risk of severe health concerns or death.
Understanding burnout
Burnout manifests through chronic periods of stress that leave a person feeling their resources and ability to cope are overwhelmed, resulting in emotional exhaustion, depersonalization and a reduced sense of accomplishment. It differs from depression and anxiety but shares overlapping features that can make identification and early intervention challenging.
While hard work is viewed as a badge of honour and rewarded, the challenge is when there are no clear guideposts on what is too much or unrealistic to expect of someone daily. Burnout does not happen overnight; it is progressive.
Anyone interested in self-evaluating their burnout risk can use the Job Burnout Quick Survey.
The changing conversation on burnout
The burnout dialogue appears to have evolved because the WHO listed it in the International Classification of Diseases (ICD-11). This has helped change societal perceptions of burnout to a legitimate occupational hazard rather than a personal failing.
Unlike mental health conditions such as anxiety or depression, more employees are comfortable sharing, “I am burned out.” That’s perhaps because burnout is now perceived with less stigma, as it is associated with admirable traits like dedication and hard work.
This perception puts burnout on a similar level as a physical injury. The cause is acceptable and legitimate, garnering empathy and understanding. I often hear employees on listening tours share how they feel burned out and stressed versus experiencing anxiety or depression.
This culture of employees talking openly about their feelings allows HR to listen proactively, provide support and mitigate burnout risk. When an employee tells me they are burned out, they may indeed be burned out—or frustrated and on their way to burnout if things do not change.
Burnout being talked about more in the corporate mainstream—and the support of the WHO—have legitimized discussions. Employers and HR professionals are accepting that unmanaged chronic stress, including increased risks of cardiovascular events such as strokes and heart attacks, can lead to burnout.
Why burnout is a crisis
Burnout has reached critical levels, driven by psychosocial factors that can become psychosocial hazards if they become mental drains and are not addressed. How employers organize work, interpersonal relationships, resources, equipment and the workplace environment can drain or recharge employees’ well-being. Psychosocial risk factors that contribute to burnout include:
• Excessive workload and unrealistic deadlines
• Lack of control or autonomy over one’s tasks and schedule
• Insufficient rewards and recognition
• Poor communication and lack of support from management
• Conflicting demands and unclear job expectations
• Long hours and lack of time for self-care or family
• A toxic workplace culture that fosters competition over collaboration
• Job insecurity and fear of speaking up or taking time off when feeling ill, which can increase a person’s risk of stress-related illness
These factors increase stress and lower job satisfaction, leading to burnout.
Preventing burnout: what employers can do
Employers play a vital role in mitigating burnout risk. They can foster a psychologically safe and inclusive work environment and implement strategic prevention and support programs to protect employees from mental harm and promote mental health.
Some examples of how employers can prevent mental harm:
• Measure psychosocial factors: Don’t assume what is or isn’t charging or draining employees’ batteries. Measure psychosocial factors to get a baseline and use pulse checks to monitor employees’ experience and daily energy levels.
• Promote work-life blending: Encourage flexible working hours and remote work options to help employees manage personal responsibilities alongside professional duties, and set clear boundaries for when employees can unplug.
• Enhance job clarity and autonomy: Define job roles, give employees a sense of ownership and control over their projects, and provide channels to report concerns safely and ask questions when there is role confusion.
• Foster a supportive culture: Develop open lines of communication and prioritize team-building activities that strengthen interpersonal relationships.
• Provide resources and training: Equip employees with tools and ongoing training to manage workloads efficiently and offer safe channels to report concerns about overwhelming expectations.
Supporting employees experiencing burnout symptoms
Helping employees at risk of burnout requires a multi-step approach that addresses immediate symptoms and long-term recovery. Employers can:
• Offer mental health support: Provide access to qualified mental health professionals with expertise in work-related stress, ensuring employees can seek confidential help.
• Regularly monitor workloads: Identify signs of overload and redistribute tasks to prevent excessive strain and maintain a healthy work-life balance.
• Encourage regular breaks: Advocate for scheduled rest periods during the workday to recharge mental and physical energy.
• Foster a culture of open communication: Encourage employees to voice concerns about stress levels and workload without fear of judgment, ensuring a supportive environment.
• Implement psychosocial education on stress regulation: Provide resources and training to help employees recognize, manage and mitigate stress effectively.
• Build resilience through workplace programs: Offer opportunities to develop resilience and show that building resilience is a team effort. Employers and employees must work together to foster healthy organizational cultures, set realistic expectations and provide coping strategies.
Self-care strategies for employees
Employers should empower and teach employees to make choices that protect their well-being. Employees can:
• Prioritize self-care: Engage in regular physical activity, maintain a healthy diet, and get adequate sleep.
• Set boundaries: Learn to say no and prioritize tasks to avoid unnecessary stress.
• Seek support networks: Cultivate strong personal and professional relationships for emotional and practical support.
• Engage in mental fitness practices: Pursue personal development to promote and protect mental health.
• Financial health: Manage personal finances to build long-term financial security. Stability provides autonomy and flexibility, allowing individuals to make career changes without feeling trapped due to financial constraints. Economic resilience empowers employees to navigate transitions with confidence.
As burnout poses significant challenges, preventing and addressing it must be a collaborative effort between employers and employees. Understanding its causes and implementing psychological health and safety programs to protect employees from harm and promote mental health can help curb burnout risk. Preventing burnout requires talking about it, acting on it, and measuring the impact of those actions.
