Burnout in the Workplace: What the Latest Research Tells Us

January 30, 2025 – Imagine a workplace where 80 percent of employees are experiencing burnout, with younger generations feeling the strain the most. How would this affect productivity, morale, and the overall success of the organization? New research reveals that this scenario is not far-fetched, serving as a wake-up call for executives. Employee burnout has become a widespread challenge, driven by excessive working hours, overwhelming workloads, and the struggle to balance work and personal life, according to a new report from DHR Global. The study notes that as organizations plan for the future, tackling these issues has become a top business priority.
DHR Global’s “Workforce Trends Report” examined the depth of this challenge across demographics. Identifying the underlying causes of burnout equips organizations to implement meaningful strategies that support their workforce and maintain peak performance.
DHR’s survey of 1,500 knowledge workers reveals the pervasive nature of burnout, with 82 percent of respondents experiencing some level of exhaustion. Younger generations, such as Generation Z (ages 21-27) and millennials (ages 28-43) report the highest levels of fatigue at 87 percent and 85 percent, respectively. On the other hand, baby boomers (ages 60-65) report significantly lower levels of burnout at 57 percent, likely because of fewer workplace pressures at this stage of their careers.
The report identifies the top contributors to burnout:
- Excessive working hours (58 percent).
- Overwhelming workloads (35 percent).
- Difficulty balancing work and personal life (34 percent).
External factors also play a role. For example, political instability distracts 61 percent of employees, worsening stress and disengagement. The findings highlight the importance of systemic solutions, such as workload management and promoting work-life balance, to create healthy work environments.
Reducing Burnout: Insights from Talent Experts
Talent advisors from DHR and Jobplex offered strategies for translating these findings into action. Their expertise emphasizes practical steps for leaders and organizations to help reduce burnout in 2025.
“As organizations plan for 2025, proactive retention and engagement strategies will be essential,” said Peter Blau, managing partner, global healthcare services & solutions. “Successful leaders ensure their organizations strike the right balance between work, life, and employee expectations. High-performing individuals consistently seek roles where they feel supported and recognized, and have stability. Employers that offer balanced, steady environments and growth opportunities will thrive.”
“In challenging environments, preventing employee burnout is more important than ever,” Mr. Blau said. “In the healthcare industry, burnout is particularly prevalent among people who directly provide care, such as nurses and physicians. We have seen our clients strive to equip leaders with the tools to identify and address overwork. Many organizations are encouraging employees to take an active role in their well-being through company-sponsored groups and events that welcome feedback and provide recommendations. In addition, adopting flexible work environments has helped many organizations alleviate burnout.”
“As executives face increasing demands with fewer resources, efficiency has become essential for teams and leaders,” said Jessica Bayer, managing partner, corporate affairs and communications. “A critical driver of employee satisfaction is learning and development, particularly in areas like AI and emerging technologies that can lighten leaders’ workloads and enhance team productivity.”
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“Corporate affairs leaders are being asked to do more with smaller teams – a trend unlikely to shift soon,” Ms. Bayer. “Two factors are driving this: cautious hiring practices following the overexpansion of 2021 and 2022, and the increasing recognition of corporate affairs’ strategic importance, leading to additional responsibilities. Combating burnout requires every team member to perform at a high level and have access to tools like AI and other technologies to maximize efficiency.”
Bridge Talent Gaps to Reduce Burnout and Drive Growth
“Employee burnout has become a pervasive challenge, fueled by rapid growth in emerging sectors and a post-pandemic shift toward gig and project-based work,” said Vikram Chhachhi, managing partner, India. “With a significant portion of the workforce stepping away from traditional full-time roles, organizations are increasingly relying on small teams to deliver more, often under intense pressure. Adding team members who have complementary skills is essential for reducing pressure and driving growth. For urgent needs, bringing in interim leaders or temporary staff can help bridge talent gaps,” he continued. “Organizations should also prioritize building a strong talent pipeline in high-demand areas like artificial intelligence, data science, digital transformation, supply chain management, and regulatory compliance. Ultimately, prioritizing people decisions over business decisions ensures talent remains at the forefront, paving the way for long-term success.”
“Some organizations are addressing burnout by taking a holistic approach to employee well-being – professional, mental, and physical,” Mr. Chhachhi said. “Strategies include workplace flexibility, effective hybrid work models, generous time-off policies, and extended health benefits for families. They’re also investing in professional growth through specialized training and executive education while offering competitive pay.”
AI and the Workforce: Navigating the Balance Between Productivity and Uncertainty
Artificial intelligence is transforming the modern workplace, offering remarkable opportunities while raising questions about its long-term impact. In a recent report, DHR Global explores how AI tools like ChatGPT and Microsoft Copilot are enhancing productivity and engagement, while also sparking concerns about job security and adaptability. DHR consultants weigh in, sharing strategies for addressing these challenges!
“The job market shifts from 2020 to 2022 during the COVID-19 pandemic created lasting ripples that we’re seeing settle as we approach 2025,” said Jacob Humbert, partner, Jobplex. “Employees faced unprecedented disruption in their personal and professional lives, while organizations experienced talent, leadership changes, and the rise of flexible work environments. Now, the pendulum is swinging back, with many companies transitioning to in-office environments and relocation becoming more common than in recent years.”
“Working primarily in HR search, we are seeing these sweeping changes affecting HR more profoundly than any other function,” Mr. Humbert explained. “With the extraordinary amount of change management required in HR over the past two to three years, HR teams are once again tasked with guiding organizations through a period of adjustment, growth, and correction. The key to navigating these changes successfully is communication and a plan that supports employees through transitions. Securing team buy-in and engagement is essential for setting your organization – and your HR function – up for success in 2025 and beyond.”
Recognize and Address the ‘Burn-On’ Phenomenon
“Employee burnout doesn’t just harm productivity and morale after a diagnosis – it causes measurable damage well before that point,” said Patrick Haberland, managing partner, European life sciences practice. “The concept of burn-on highlights this issue, describing employees who haven’t yet burned out but are chronically stressed, leading to decreased satisfaction and efficiency. This trend, exacerbated by pandemic-era pressures, persists as many workers remain entrenched in unsustainable keep on keeping on mentalities, despite unfulfilled promises of relief or celebrations at the pandemic’s end.”
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“To prevent this, companies must balance prevention and action,” Mr. Haberland said. “An effective strategy is to assess employees’ resilience and workloads, focusing on sustainable practices, rather than pushing workers to their limits. Wellness programs can maximize engagement – whether through in-house initiatives or flexible access to third-party services. These approaches can reduce burnout-related absences, and appeal to and sustain leading talent.”
Mr. Haberland also noted that flexible work arrangements, such as remote and hybrid models, offer potential solutions but require nuance. “Long commutes and rigid policies waste time and energy, yet fully remote setups can hinder collaboration and authenticity,” he said. “Striking the right balance involves tailoring solutions by industry, function, and culture, ensuring that teams feel connected and purpose-driven. Ultimately, what sets successful companies apart is their ability to create a genuine sense of togetherness, even amidst external challenges.”
“Business leaders must address employee burnout by prioritizing open communication, work-life balance, well-being, and professional growth,” said Christine Greybe, president, leadership consulting. “Key strategies include implementing flexible work policies, offering hybrid options, and supporting time off. As demand for flexibility increases, embedding it into your corporate culture is vital for creating a workplace that attracts and retains top talent. This demands leadership agility in the workplace.”
Ms. Greybe also noted that many companies are also providing professional development opportunities, including training and coaching, along with creative benefits, such as “pawternity leave” for pet care and extra time off for mental health. “In addition, organizations are promoting purpose and engagement through volunteer programs, listening sessions, and personalized resources. They also empower employees to make decisions to foster ownership and drive engagement,” she said. “Addressing employee burnout requires a proactive approach that aligns organizational goals with workforce well-being. Companies that do so will retain top talent and drive growth in an increasingly competitive landscape.”
The findings from DHR’s report underscore the immediate need for leaders to address burnout. “By understanding the primary causes, leaders can develop targeted strategies to mitigate these challenges,” the report said. “Fostering a supportive and balanced work environment is essential for maintaining employee well-being and ensuring organizational success.”
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Contributed by Scott A. Scanlon, Editor-in-Chief and Dale M. Zupsansky, Executive Editor – Hunt Scanlon Media