Job Burnout: Understanding its Impact and Managing Symptoms

Heavy workloads and tight deadlines are a reality in any workplace, no matter the industry. Though some stress at work is to be expected, constant pressure can push employers and employees into a harmful state: burnout.
 

What is burnout?
According to the World Health Organization (WHO), burnout is an "occupational phenomenon" caused by "chronic workplace stress that has not been successfully managed." At the core, burnout has three significant symptoms: feeling drained, becoming cynical about work, and experiencing a drop in professional efficacy.

Frankly, many employees experience burnout occasionally. However, severe cases can seriously impact an employee's performance and well-being, as well as the broader team and organisation.
 

The concern about burnout
In recent years, there has been a growing recognition that employers must prioritise their employees' mental well-being alongside physical health. Within these discussions, burnout stands out as a primary concern; when left unmanaged or unrecognised, it increases the risk of mental ill-health among workers, namely anxiety and depression.

Unfortunately, this is a pressing issue across Australian workplaces. A 2021 study by McKinsey & Company found that over 60% of Australians have felt at least "somewhat" burnt out during their careers - significantly higher than the global average of 49%. On top of this, the changes brought about by COVID-19 have drastically impacted the workplace. According to Mental Health First Aid (MHFA), a non-profit focused on mental health education, the rate of burnout has increased by 5% since the pandemic, "leading to burnout being attributed to 40% of employee resignations."

Across 2021 and 2022, large numbers of employers resigned from their jobs in the United States - a phenomenon now dubbed "The Great Resignation". While Australian industries did not experience a "Great Resignation" in the same way, it has suffered from "the great burnout".

"Australian workers are in poorer physical and mental health since the pandemic across all ages and stages. And prime-aged workers – those between 25 and 55 – are reporting the greatest burnout," write University of Melbourne academics Leah Ruppanner, Brendan Churchill, and David Bissell. "We need to acknowledge the trauma of the pandemic is lingering and identify clear solutions to support this exhausted, fatigued and overexerted workforce."

Ultimately, this so-called "great burnout" is touching every industry. In education, the shortage of teachers, combined with pandemic-induced school closures, has intensified burnout across the sector. Meanwhile, employees in industries from healthcare to hospitality to journalism grapple with extremely high workplace expectations, long hours and unsustainable targets. Unsurprisingly, this is also taking a toll on the Australian economy, with burnout and stress-related absenteeism costing an estimated $14 billion annually.
 

Addressing burnout
Historically, burnout has been viewed as an individual-level issue - a "condition" that a worker is perhaps predisposed to or that feeling "burnt out" is the exception. However, when managers adopt this perspective and refuse to reevaluate the broader workplace structure, it can jeopardise an entire organisation. As Jennifer Moss so eloquently puts it for the Harvard Business Review, "Evidence is mounting that applying personal, band-aid solutions to an epic and rapidly evolving workplace phenomenon may be harming, not helping the battle."

Therefore, it is more important than ever for managers to address deep-rooted psychosocial hazards in the workplace - many of which are conducive to burnout. According to Safe Work Australia's Code of Practice, psychosocial hazards are factors that "can cause psychological and physical harm." Safe Work Australia offers an extensive list outlining situations that may qualify as psychosocial hazards, ranging from inadequate support to low job control and clarity. The Australian Public Service Commission also points out that such high-pressure environments and unrealistic job demands lead to burnout.

To combat burnout in the workplace, managers can deploy a blend of digital and in-person programs and tools. While various options are available, each approach should prioritise identifying the root causes of burnout. This may include implementing effective communication strategies around job clarity and establishing clear information-sharing pathways. Nevertheless, by directly addressing these risks, managers can prevent burnout while boosting productivity, enhancing performance, and retaining staff.

MindSkiller® is specifically designed to assist managers and employers in proactively addressing burnout and mental health challenges in the workplace. The platform provides a wide array of resources, such as monitoring and tracking psychosocial hazards through employee reports - a critical strategy for mitigating burnout as working conditions evolve.
Mental-health-industry-standard online questionnaires are also available - such as the Copenhagen Burnout Inventory, Oldenburg Burnout Inventory, and The Sydney Burnout Measure - so burnout can be reliably identified and management strategies put in place. Additionally, MindSkiller® provides access to a variety of mental health education modules.

By promoting mental health education, MindSkiller® empowers employees to recognise and communicate concerns in the workplace, enabling managers to better support their team's well-being: a win-win for both employees and employers alike. To learn more about how MindSkiller® can help managers and employees limit burnout and other related psychosocial hazards, click here.