Dealing with Employee Burnout

Employee burnout is a growing problem, with employers now seeing post-lockdown increases in complaints of workforce stress and burnout.

Common issues include working late on a regular basis, impacting personal commitments, and struggles to achieve a healthy work-life balance.

Although employee wellbeing has never been higher on the employer agenda, it seems there remains a lot of work for employers to do to meet the needs of their workforce.

As candidate shortages grow across the economy, employers need to start considering work-life balance as a key factor in attracting and retaining talent. With hybrid and flexible working arrangements set to be a long-term feature of the workplace, it falls to employers to ensure a positive and healthy organisational culture that proactively tackles unwanted and toxic effects such as employee burnout.

 

What is employee burnout?

 

Employee burnout refers to an acute state of physical or mental exhaustion resulting from work-related stress, where even simple tasks feel overwhelming for an affected employee and they become unable to function effectively.

This syndrome has become so prevalent that it is now officially recognised by the World Health Organisation as an occupational condition, describing it as “chronic workplace stress that has not been successfully managed”.

The causes of employee burnout can be varied, but will often build up over sustained periods of time due to an overload of pressures and the daily demands placed on an individual at work. This can include excessive workloads, constant deadlines, working long hours, being overburdened with responsibility, failing to achieve the right results and a desire for career progression.

Employee burnout can also be caused or contributed to by a lack of support from work colleagues or management, as well as conflict or confrontation with co-workers or line managers, including bullying and harassment.

 

What are an employer’s legal duties with employee burnout?

 

As an employer you are under a statutory duty to ensure the health, safety and welfare of your employees, so far as is reasonably practicable, including their mental health and emotional wellbeing.

As employee burnout is now widely recognised as a serious health and safety issue within the workplace, you are duty bound to treat this condition like any other health and safety hazard.

To discharge your statutory duty you must identify any health and safety risks to which an employee may be exposed at work, such as working long hours or overwork, and take appropriate measures to control these risks. This should include putting in place appropriate processes to offer support where needed.

You are also under a duty to consider any mental impairment that may amount to a disability, making reasonable adjustments within the workplace, such as reduced hours or amended duties, to ensure that an employee is not substantially disadvantaged in carrying out their job role because of this.

This could be because an employee suffers from a pre-existing health condition that is likely to be exacerbated by work-related stress, or where the work-related stress in itself has caused employee burnout for which the employee now needs long-term support, for example, with chronic anxiety or depression.

 

What are the legal risks relating to employee burnout?

 

From a legal perspective, employee burnout can often result in the forced resignation of an employee, followed by a claim for constructive dismissal where the employer has failed to identify and take steps to prevent this risk.

Equally, where an employee on long-term sick leave is no longer capable of performing their job role, you may need to consider terminating their contract of employment on grounds of capability, although this too could leave you exposed to legal proceedings before an employment tribunal.

Although you can lawfully dismiss an employee on long-term sick leave because they are no longer able to do their job, the onus will be on you to show why you were unable to make any reasonable adjustments. Any failure to do so could result in a claim for both unfair dismissal and unlawful disability discrimination.

 

What are the practical risks relating to employee burnout?

 

When employees are overworked and under pressure, especially without adequate support within the workplace, they will inevitably burnout. The most likely result of the mismanagement of employee burnout is much-needed rest and recuperation, together with the associated cost of an employee on short or long-term sick leave, including sick pay and temporary cover.

In serious cases, however, employee burnout could result in the loss of a key member of staff, with the additional cost of recruitment to replace them. This could either be because they resign or are dismissed on grounds of capability because they are no longer able to cope with the demands of their job.

Employee burnout can also cost employers in lack of employee engagement, high levels of absenteeism, low performance and lost productivity, as well as increased errors and higher incidents of compromised workplace safety.

 

What are the signs & symptoms of employee burnout?

 

Given the practical and legal risks associated with employee burnout, spotting the signs and taking steps to reduce the effects of work-related stress can be crucial in minimising its impact in the workplace and avoiding legal action.

Unfortunately, it is not uncommon for employees to feel fearful of reprisals or be worried about revealing any weakness, especially within a highly competitive working environment. This means that employers should never rely solely on their employees to let them know if they are struggling with work or suffering from severe exhaustion. You must actively and regularly check on the wellbeing of your staff and learn to spot the signs of employee burnout before it’s too late.

It is also important to bear in mind that no two employees will show the same symptoms, as employee burnout can manifest itself in several different ways.

Common signs and symptoms of employee burnout can include:

 

• Under-performance or a drop in performance at work
• Inability to carry out normal tasks or follow simple instructions
• Increased mistakes or accidents at work
• Increased levels of sensitivity and irritability
• Increased absenteeism or lateness
• Lack of engagement, motivation or enthusiasm
• Complaining about feeling consistently exhausted
• A change in attitude, such as signs of negativity or cynicism
• Self-isolation or social withdrawal from work colleagues
• Physical signs of fatigue, such as dark circles or a dull complexion
• Deterioration in appearance or personal hygiene
• Obvious weight gain or weight loss
• Signs of alcohol or substance misuse

 

How can employers prevent employee burnout?

 

Whilst it is important that businesses have adequate processes in place to support employees suffering from work-related stress, it is even more important that you focus on preventing employee burnout in the first place. There are various ways in which you can help to prevent employee burnout, including:

 

• Workplace culture: you need to create a culture where employees are able to talk to you about their concerns and feel confident that action will be taken where necessary. By encouraging open lines of communication, without fear of reprisals, this can help to keep stress levels in check. You should also foster an open-door policy where talking about mental health is normalised and employees are aware of the available support.
• Management & leadership training: people managers need to have the skills and confidence to have wellbeing conversations, to set reasonable objectives and to have clear work-life boundaries.
• Work/life balance: many employees will still come to work when they feel unwell, take work home at night or check their emails when out of normal office hours, often due to work-related anxiety or stress. These are all key contributors to employee burnout as employees take less time to switch off and recharge. By encouraging a healthier work/life balance you will help to promote a less stressful and pressured environment. This could include ensuring staff use their full annual leave entitlement, limiting overtime and offering flexible working arrangements.
• One-to-one appraisals: by scheduling regular appraisals this will provide you with the perfect opportunity to inquire after an employee’s wellbeing. Equally, the employee will be given the chance to voice any concerns and discuss any professional or personal matters that could be affecting their performance at work. Employee appraisals are also a great opportunity to reinforce the importance of an employee to your business.
• Wellbeing programme: it is important to create a positive working environment in which employees feel valued and supported. By implementing a wellbeing programme this will show your employees you care about their health and happiness, often leading to reduced levels of stress. This could include lifestyle assessment and wellbeing days, or health incentives such as discounted gym memberships.
• Mental health training: by putting in place mental health training this can help line managers spot the signs of employee burnout and address this early on before it’s too late. Adopting a proactive approach towards mental health and offering potential solutions to alleviate stress may help to prevent this from escalating into anything more serious.
• Harassment and bullying policy: by having a zero-tolerance for harassment and bullying in the workplace, this can help to safeguard the wellbeing of your staff. Any form of conflict and confrontation at work can add a significant amount of stress to the normal working day, making it hard for employees to work productively, even where they themselves are not directly on the receiving end of any unlawful conduct.

 

How should employers deal with cases of employee burnout?

 

How you best deal with cases of employee burnout will often depend on how these come to your attention. In many cases, the poor health of an employee will become apparent following a period of sick leave and the provision of a fit note.

If an employee is absent from work through illness for a period of more than seven consecutive days, they are obliged to provide you with a statement of fitness for work from their GP. This can be a useful starting point in identifying signs of employee burnout or deciding how to deal with this issue.

The fit note can provide you with invaluable insight into the short or long-term health condition of an individual employee, from the nature of their symptoms to how long they are likely to be on sick leave. It may even set out ways in which you can support their return to work, such as reduced hours or amended duties.

By carefully assessing any guidance given in the fit note, you can work together with an employee to ensure their health and welfare needs are met to help with their return to work and prevent recurring issues.

In some cases, you may also want to consider an occupational health assessment to provide more detailed insight in the context of their specific job role and ways in which you can reduce the risk of habitual burnout moving forward.

 

Need Assistance?

 

DavidsonMorris’ specialist HR consultants can help with all aspects of workforce management and engagement, including helping to identify and avoid employee burnout. Working closely with our employment lawyers, we provide comprehensive guidance on how to approach and implement policies and best practice approaches to provide optimal support for your employees to maximise performance and minimise legal risk. For help and advice, speak to our experts.

 

Employee Burnout FAQs

 

What are the early signs of employee burnout?

Early signs of burnout can include fatigue, irritability, decreased productivity, and disengagement from work. Employees may also exhibit physical symptoms such as headaches or sleep disturbances.

 

How can UK employers prevent burnout in the workplace?

Employers can prevent burnout by fostering a positive work environment, promoting work-life balance, offering mental health support, and ensuring reasonable workloads. Regular communication and feedback are also key.

 

Is burnout considered a mental health issue in the UK?

Burnout is recognised as a serious workplace issue that can lead to mental health problems such as depression and anxiety. It’s important for employers to take it seriously and provide support to affected employees.

 

What legal responsibilities do UK employers have regarding employee burnout?

UK employers have a duty of care under the Health and Safety at Work Act 1974 to ensure the well-being of their employees. This includes taking steps to prevent burnout and managing it appropriately if it occurs.

 

What should I do if I notice an employee showing signs of burnout?

If you notice signs of burnout, it’s important to have an open and supportive conversation with the employee. Offer resources such as counselling or adjustments to their workload, and encourage them to take time off if needed.

 

Are there any government resources in the UK for managing employee burnout?

There are several resources available, including guidance from the Health and Safety Executive (HSE) and mental health support from organisations like Mind and the NHS.

 

How can remote working impact employee burnout?

Remote working can both alleviate and exacerbate burnout. While it may reduce commuting stress, it can also blur the lines between work and personal life, leading to overwork and isolation if not managed properly.

 

Can burnout be a reason for sick leave in the UK?

Yes, burnout can be a legitimate reason for taking sick leave. If an employee is suffering from burnout, they may need time off to recover and access appropriate medical support.

 

What is the role of leadership in preventing employee burnout?

Leaders play a crucial role in preventing burnout by setting a positive example, encouraging open communication, and being attentive to the needs and concerns of their team members. Leadership training on mental health can also be beneficial.

 

How can I support an employee returning to work after burnout?

Support an employee returning after burnout by creating a phased return-to-work plan, adjusting their workload, and providing ongoing support. Regular check-ins can help ensure they are coping well with their responsibilities.

 

Glossary

 

Term	Definition
Burnout	A state of emotional, physical, and mental exhaustion caused by prolonged and excessive stress, often related to the workplace.
Work-Life Balance	The equilibrium between professional responsibilities and personal life, ensuring neither negatively impacts the other.
Duty of Care	A legal obligation in the UK that requires employers to take all possible steps to ensure the health, safety, and well-being of their employees.
Employee Assistance Program (EAP)	A workplace programme that provides confidential counselling and support services to employees dealing with personal or work-related issues.
Flexible Working	Work arrangements that allow employees to adjust their working hours or location to better fit their personal needs and improve work-life balance.
Health and Safety at Work Act 1974	A UK law that outlines the duties of employers to ensure the safety and health of employees at work.
Health and Safety Executive (HSE)	The UK government agency responsible for enforcing workplace health, safety, and welfare regulations.
Mental Health	A person’s condition with regard to their psychological and emotional well-being, which can be impacted by workplace stress and burnout.
Phased Return-to-Work	A gradual return to work for employees recovering from illness or burnout, involving reduced hours or duties initially.
Remote Working	The practice of working from a location other than the office, often from home, using technology to stay connected with the workplace.
Stress	A feeling of emotional or physical tension in response to challenging or demanding circumstances, which can contribute to burnout if prolonged.
Well-being	The overall health and happiness of an individual, encompassing physical, mental, and emotional aspects.