Corporate Wellness
Corporate burnout is becoming an increasingly pervasive issue, particularly in the UK, where workplace stress and its associated challenges are rising at alarming rates. Recent research highlights both the scope of the problem and its implications for employees and employers alike.
The Escalating Prevalence of Burnout
In 2024, approximately 20% of UK workers reported taking time off due to stress, with long-term illness reaching a record high of 2.58 million cases. This reflects a sharp increase since the COVID-19 pandemic, showcasing how the modern workplace, combined with external pressures, has exacerbated mental health challenges. A striking 79% of employees report experiencing at least one sign of burnout, up from 51% just a few years ago, whilst 43% report extreme signs of burnout.
Key Drivers of Burnout
- Increased Workloads: Over half of employees cite high workloads and unrealistic demands as primary stressors.
- Unpaid Overtime: About 45% report working beyond contracted hours regularly.
- Isolation at Work: A lack of workplace community and support affects 42% of workers.
- External Stressors: Broader societal challenges, such as the cost-of-living crisis, have added financial and emotional strain, pushing employees to their limits.
Discover what stage of burnout you are in...and what you need to do next.
Use our Burnout Self-Assessment Tool and discover more about what stage of burnout you might be in and the next steps you need to take to prevent or recover from burnout.
Economic and Organisational Costs
The financial burden of poor mental health, including burnout, is substantial. In the UK, employers lose approximately £51 billion annually due to absenteeism, presenteeism, and turnover. This represents a growing cost compared to previous years, as more employees struggle with prolonged mental health issues. For every £1 invested in employee mental health initiatives, companies see a return of about £4.70 through increased productivity and reduced absenteeism.
Cultural Shifts and Solutions
Although the stigma surrounding mental health challenges has lessened somewhat in recent years, only slightly more employees are raising concerns about stress and burnout. Nearly half of workers also state their employers lack a clear strategy to prevent or address chronic stress. Studies suggest that investing in tailored mental health programmes, providing work-life balance initiatives, and fostering supportive leadership can help mitigate burnout’s effects.
Addressing burnout is not just a matter of compliance or ethics but also a strategic business priority. Without proactive measures, companies risk higher costs, reduced productivity, and long-term harm to workplace morale. The need for immediate action is underscored by the fact that burnout is no longer an individual problem but a systemic issue across industries.
effective strategies
Addressing Burnout
Effective strategies include:
- Promoting work-life balance through flexible schedules and enforced downtime.
- Offering mental health support and resources, such as coaching and resilience training.
- Ensuring equitable workloads and recognizing employees’ contributions.
Organizations that actively address burnout are better positioned to retain talent and cultivate engaged, productive teams.
"Today, I am not only recovered from burnout but flourishing. I’ve rediscovered my passion for medicine, built a healthier work-life balance, and regained a sense of purpose I thought I’d lost forever."
- Dr. Sarah M., General Practitioner
Why do Corporate employees elect not to involve OH or HR?
In a 2023 study Professor Gordon Parker and colleagues from the University of New South Wales (ISBN 978-1-032-36772) conducted two studies on people suffering with burnout. The first study involving 1019 participants found that the most common and effective strategy for them was reaching out for support. The second study of 622 participants which delved deeper into the specific kind of support, found that talking to a family member or specialist burnout health professional were the most effective and helpful.
Interestingly only 9.1% of the participants in that same study would consider approaching their respective Human Resources department or Occupational Health and of this number only 30% found it to be useful.
This correlates closely with my own research on people I have worked with suffering from burnout which found that only 14% attended HR and of these 35% found this to be useful.
Employees may hesitate to report feeling burnout to Occupational Health (OH) or Human Resources (HR) departments for several reasons, including cultural, organizational, and personal barriers. Here are some common reasons which have been volunteered to me by clients:
- Fear of Stigma and Judgment
- Employees worry about being labelled as weak, incapable, or unprofessional.
- Mental health challenges, including burnout, may still carry a stigma in some workplace cultures.
- Concerns about being seen as “not a team player” or less committed to the job.
- Concerns About Career Impact
- Employees fear that reporting burnout could negatively affect their career progression or job security.
- They may worry about being overlooked for promotions, key projects, or other opportunities.
- Lack of Trust in Confidentiality
- A lack of trust in OH or HR departments to handle the issue confidentially can deter employees from speaking up.
- Concerns that their disclosure might be shared with managers or colleagues without their consent.
- Perception That Help Will Be Ineffective
- Employees might feel that OH or HR lacks the resources, understanding, or willingness to address burnout effectively.
- Previous experiences or stories of inadequate responses may discourage them.
- Fear of Retaliation
- Employees may fear subtle or overt retaliation, such as reduced responsibilities, exclusion, or poor performance reviews.
- This is especially common in workplaces with toxic cultures or unsupportive management.
- Cultural and Workplace Norms
- A workplace culture that glorifies overworking and discourages vulnerability can suppress reporting.
- Employees may feel pressure to “push through” or believe that burnout is just part of the job.
- Uncertainty About Symptoms
- Employees may not recognize their feelings as burnout, especially if they are not educated about its signs.
- They may normalize their stress and believe it’s a personal failing rather than a workplace issue.
- Fear of Being Seen as a Problem
- Reporting burnout could be perceived as a complaint or criticism of the organization, creating tension with leadership or colleagues.
- Lack of Awareness About Support Options
- Employees may not be aware of the support services available through OH or HR.
- Misunderstandings about what these departments can offer can also contribute to hesitancy.
- Belief They Can Handle It Alone
- Some employees believe they should resolve burnout independently, without seeking external help.
- This belief may stem from a sense of pride, denial, or fear of being perceived as dependent.
What Can Organisations Do?
To encourage employees to report burnout, organizations can:
- Foster a Supportive Culture: Normalize discussions about mental health and create a nonjudgmental environment.
- Ensure Confidentiality: Clearly communicate and demonstrate that disclosures will be handled confidentially.
- Provide Clear Information: Educate employees about the symptoms of burnout, available resources, and how to access them.
- Train Managers: Equip leaders to recognize burnout signs and respond with empathy and support.
- Offer Flexible Solutions: Provide realistic, accessible interventions, such as mental health days, coaching services, or workload adjustments.
By addressing these barriers and actively promoting a culture of openness, organizations can make it easier for employees to seek the help they need.
Why choose Burnout Wellness to address these issues.
As an independent and impartial burnout expert, I bring unique advantages that complement, and often surpass, the capabilities of internal HR or occupational health departments. Here’s why partnering with me is a strategic move for your organization:
1. Impartial Perspective
Internal teams like HR or Occupational Health often struggle to remain perceived as unbiased by employees. Workers may fear repercussions or stigma for openly discussing burnout or mental health challenges.
- Advantage: As an external expert, I provide a safe, neutral environment where employees feel more comfortable discussing sensitive issues, ensuring authenticity and openness during assessments and interventions.
2. Specialised Expertise
While HR and Occupational Health focus on a broad range of organizational needs, they may lack the deep, specialized understanding of burnout prevention and recovery. My background in positive psychology, cognitive behavioural hypnotherapy, coaching psychology, and wellness interventions ensures evidence-based, targeted solutions for your workforce.
- Studies have shown that external specialists often deliver more effective results in niche areas like burnout due to their focused expertise and training.
- Advantage: As an external expert, I provide a safe, neutral environment where employees feel more comfortable discussing sensitive issues, ensuring authenticity and openness during assessments and interventions.
3. Tailored, Holistic Approach
Internal teams may default to generalized, one-size-fits-all solutions due to time constraints or systemic pressures. Conversely, I offer a comprehensive, individualized approach, integrating cutting-edge interventions such as mindfulness, positive psychology, and solution-focused coaching.
- I create bespoke programs addressing both organizational root causes and individual needs, ensuring lasting impact.
4. Unbiased Organisational Insights
Internal departments may inadvertently align with management priorities, which can limit their objectivity in diagnosing systemic issues contributing to burnout (e.g., excessive workloads, toxic culture).
• As an outsider, I offer candid, data-driven insights into organizational practices and systems, identifying stressors that internal teams might overlook or hesitate to address.
"Chris’s unique approach didn’t just address the symptoms of my burnout, it went straight to the root causes especially my unhelpful thoughts at the time."
- Emily R., Entrepreneur
5. Confidentiality and Trust
Employees often hesitate to approach HR due to concerns about confidentiality or perceived judgment.
- My independent role ensures strict confidentiality, fostering trust and participation in burnout assessments and recovery programs.
6. Cost-Effectiveness and ROI
Burnout significantly impacts productivity, engagement, and retention. According to Gallup, burnout leads to a 63% increase in sick days and a 13% drop in employee performance. Partnering with a specialist like me ensures that your investment translates into measurable results:
- Reduced absenteeism and turnover rates.
- Improved employee morale and engagement.
- Enhanced productivity and organizational resilience.
7. Credibility and Engagement
Involving an external expert signals your commitment to employees’ well-being, demonstrating that you value their mental health enough to invest in specialized support.
- This commitment boosts morale and positions your company as a forward-thinking, employee-centric organization.
8. Long-Term Sustainability
Internal teams often focus on managing symptoms rather than addressing root causes due to resource constraints. My approach identifies and mitigates systemic stressors, creating a sustainable strategy that benefits both employees and the company long-term.
Why Choose Me?
With a background in mental health, evidence-based therapies, and corporate wellness, I offer:
- Proven expertise in burnout prevention and recovery.
- Tailored interventions combining positive psychology, CBHT, and wellness coaching.
- A deeply empathetic, professional, and results-driven approach.
Let’s work together to create a healthier, more resilient workforce while safeguarding your organization’s most asset, its people.
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