Burnout

Burnout is used to describe a state of deep exhaustion that builds up when pressure at work lasts without enough recovery. People often describe being drained, becoming detached or cynical about work, and feeling less effective. It is a work-related phenomenon, not a sign of weakness, and it develops over time rather than overnight.

From an HR and management perspective, the aim is not to detect or label individuals. Managers can notice changes in the way people work, hold regular one-to-ones, and ask open questions about workload. Organisations monitor collective indicators, such as overtime, absences and survey results, and refer anyone in difficulty to occupational health, a doctor or other qualified professionals.

It matters because it costs people their health and organisations their talent, and because it is often preventable by acting on its causes: excessive workload, lack of control, unclear roles, lack of recognition or conflicts. The pitfalls are treating it as a purely personal matter, waiting for a crisis, or acting as a manager as if you were a therapist. Employers have duties in this area that vary by country.