8 Dec 2022

How to help employees avoid burnout

In recent years cases of burnout have been increasing, particularly after the pandemic where the lines between home and work life became blurred. It is now estimated that employee burnout is one of the leading reasons for the ‘Great Resignation’ and is costing businesses £700 million and 80 million working hours a year as staff call in sick. With an estimated 79% of UK workers experiencing burnout, it’s essential that employers recognise the symptoms and tackle the issue. Here’s a guide by Bespoke HR on how to help employees avoid burnout.

What is burnout?

Burnout is a state of physical and emotional exhaustion. It can come about if an employee has experienced long-term stress in their job, or has been physically or emotionally drained for a long time delivering their role. It is known that whilst burnout is as a result of stress, they are actually two different conditions. Burnout is a globally recognised condition, and according to the World Health Organisation (WHO) common symptoms include:

feelings of energy depletion or mental exhaustion

increased mental distance from one’s job

feelings of negativism or cynicism related to one’s job

reduced professional efficacy

Types of burnout

There are thought to be three types of burnout:

1) Neglect burnout

People can feel helpless if they don’t believe that they have a sense of purpose or are able to make a difference at work. Additionally, employees are likely to burnout if they believe their workload is too big or complex.

2) Overload burnout

Thought to be the most common type of burnout, this type of burnout is when you attempt to work at a rate that is not sustainable long term, with the goal of success, recognition, or financial reward.

3) Under-challenged burnout

If employees don’t feel sufficiently engaged and/or stimulated by their role, then they are likely to lose interest and burnout.

Stages of burnout

As it’s a progressive condition, burnout can creep in slowly. This means it’s hard to spot until the employee has reached the point where they feel totally overwhelmed. For employers, being able to spot the stages and signs means that they can make early interventions.

1) Honeymoon stage

An employee has just started a new role. They are keen, energised and want to make a good impression. However, the honeymoon period rarely lasts. It can be extended though by developing healthy habits instead of unhealthy ones which will be hard to break in the future.

2) Balancing act

Some days are good, but others are bad. It may take more out of the employee to keep up with the level of performance they gave in the honeymoon stage. The employee may start experiencing common symptoms of work-related stress.

3) Chronic stress

The employee will start to experience more bad days where they experience stress, compared to good days. Employees may start to show signs of chronic stress such as not completing tasks as well as before, increased procrastination and taking off more sick days. Employees are also likely to feel exhausted, depressed and doubt things will change.

4) Burnout

If the employee has not addressed the previous stages, then they will become burnt out. Employees will have reduced energy levels, increased cynicism, increased procrastination and be more likely to miss deadlines.

5) Habitual burnout

If left untreated, burnout will become the employee’s new normal, and reach a point where they might not be able to remember a time before burnout. At this point, an employee may be diagnosed with anxiety and/or depression.

Causes of burnout

According to Ceridian’s Pulse of Talent Report, the top three catalysts for burnout among respondents are increased workloads (49%), mental health challenges (34%), and pressure to meet deadlines (32%).

Consequences of employee burnout

Failing to identify, prevent or address burnout can have consequences for employers. This impacts motivation and productivity, leading staff to feel disillusioned. In many cases, it can lead to employees leaving their jobs, and in some cases claims of discrimination.