Recognizing and Reducing Employee Burn-out: An Opportunity for Employers (September 2026 TogetHR Times)
By: Melissa McGraw
Most people have experienced hectic moments at work or times when responsibilities seem to pile up. But how do employers differentiate between an employee experiencing stress from a few hard days and an employee experiencing workplace burn-out? What is burn-out, and how can employers get ahead of it?
The World Health Organization (WHO) defines burn-out as an “occupational phenomenon” resulting from chronic workplace stress that has not been successfully managed. The WHO identifies three dimensions of burn-out:
Feelings of energy depletion or exhaustion;
Increased mental distance from one’s job, or feelings of negativism or cynicism related to one's job; and
Reduced professional efficacy.
This distinction is important. Experiencing stress during a particularly demanding week does not necessarily mean an employee is experiencing burn-out. Burn-out develops from ongoing, unmanaged workplace stress and can affect an employee's energy, attitude toward their work, and ability to feel effective in their role.
Understanding the Employee Experience
Company culture and the work environment play an important role in the employee experience. Understanding this can help employers recognize potential sources of stress and identify opportunities to support employee well-being.
Addressing burn-out does not have to mean completely changing the way an organization operates. In many cases, small changes in communication, flexibility, management practices, or available resources can make a meaningful difference.
The first step may simply be recognizing that burn-out can happen and creating an environment where employees feel comfortable talking about the challenges they are experiencing.
Evaluate Your Organization's Approach to Mental Well-being
There are many ways employers can help employees cope with workplace stress. It can also be helpful to periodically look at workplace policies, procedures, and expectations and consider whether there are opportunities to reduce unnecessary sources of stress.
Employers may consider:
Reviewing policies and procedures to identify potential sources of unnecessary workplace stress.
Providing employees with access to an Employee Assistance Program (EAP) and making sure employees understand how to access those resources.
Offering flexibility in work schedules when the nature of the job allows for it.
Periodically reviewing workloads and staffing needs to determine whether expectations remain reasonable.
Encouraging employees to take appropriate breaks and use their available time off.
Providing employees with appropriate ways to share concerns or suggestions about their work environment.
These steps are not about creating a perfect workplace or eliminating all stress. Some level of stress is a normal part of working life. Instead, the goal is to identify areas where an organization may be able to make work more sustainable and supportive.
Supervisors and Managers Play an Important Role
Supervisors and managers can play an important role in recognizing and addressing workplace stress. Because they work closely with employees, they may be among the first to notice changes in an employee's behavior, attitude, or performance.
Providing supervisors and managers with the right tools and training can help them feel more comfortable recognizing potential signs of burn-out and responding appropriately.
This can include helping managers learn how to:
Communicate expectations and priorities clearly.
Check in regularly with employees.
Recognize when workloads or deadlines may need to be reassessed.
Encourage employees to use available resources and time off.
Create an environment where employees feel comfortable raising concerns.
Model healthy workplace boundaries themselves.
Managers do not need to diagnose an employee who may be experiencing burn-out. Their role can simply be to recognize changes, start a conversation when appropriate, connect employees with available resources, and consider whether there are workplace factors they can address.
Know the Signs
Recognizing the signs of workplace stress and burn-out can help employers respond before concerns become more difficult to manage. Employees may not always recognize that they are experiencing burn-out, or they may not feel comfortable bringing their concerns forward.
Some signs to be aware of include:
Feeling irritated, angry, or in denial.
Feeling uncertain, nervous, or anxious.
Withdrawing from team interactions.
Lacking motivation.
Increased tardiness or absenteeism.
Feeling tired, overwhelmed, or burned out.
Feeling sad or depressed.
Visible frustration.
Having trouble concentrating.
Changes in work performance or engagement.
One sign alone does not necessarily mean an employee is experiencing burn-out. However, when changes persist or several signs appear together, it may be an opportunity for a supervisor to check in with the employee and see how they are doing.
Looking at the Root Causes
While burn-out can look different from one employee to another, research points to several workplace factors that can contribute to it. Gallup has identified five primary causes of employee burn-out that are closely connected to how employees are managed:
Unfair treatment at work
Unmanageable workload
Unclear communication from managers and supervisors
Lack of manager support
Unreasonable time pressure
Looking at these factors can give employers a practical starting point. Rather than trying to address burn-out as a single, broad issue, organizations can consider which factors may be most relevant to their own workplace.
For example, if employees are experiencing unclear communication, improving how priorities and expectations are communicated may help. If workload is a concern, reviewing staffing, deadlines, or competing priorities may be worthwhile. If employees are looking for more support from managers, additional training or more frequent check-ins may help.
Not every solution will look the same for every organization. The important first step is being willing to look at the workplace experience and listen to employees.
Getting Ahead of Burn-out
Employers do not have to wait until an employee reaches the point of burn-out before taking action.
Getting ahead of burn-out can start with something as simple as acknowledging that it exists and recognizing that employers and employees each have a role to play in workplace well-being.
Employees can take steps to care for their own health and manage stress, while employers can look for opportunities to create a workplace where employees have the support, resources, and communication they need to do their jobs successfully.
Addressing burn-out is not about placing blame or eliminating every source of workplace stress. It is about understanding the employee experience, recognizing when something may not be working well, and looking for reasonable opportunities to improve.
By evaluating workplace practices, equipping managers with the right tools, listening to employees, and paying attention to the signs of excessive stress, organizations can take meaningful steps toward a healthier and more sustainable workplace.
Creating a healthier workplace can start with understanding the employee experience and looking for opportunities to provide support.
