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Combating Employee Burnout: Industry Insights and Organizational Strategies

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Combating Employee Burnout: Industry Insights and Organizational Strategies

Employee burnout has evolved from a wellness topic to a multi-billion-dollar operational risk for businesses worldwide.

Defined by severe physical and emotional exhaustion, it directly degrades productivity, increases absenteeism, and inflates healthcare expenditures, posing a significant threat to organizational performance.

The profound impact on individual well-being is clear, but the systemic nature of its causes—from unmanageable workloads to a lack of organizational support—demands a strategic, not just a tactical, response.

Acknowledging burnout as a systemic business problem, rather than an individual failing, is the critical first step.

And a problem understood is a problem half-solved.
To learn more about the other half of the equation, we reached out to HR experts and business leaders from the HR Spotlight community, posing to them the question:

What is the most prevalent contributing factor to employee burnout in your industry? What initiative or strategy does your organization implement to address this issue?

Read on!

Lucila Russo
Human Resources Director, Roar Media

Lucila Russo – Marketing

As the HR director for Roar Media , a multinational integrated marketing with 65 team members, I’ve noticed employee burnout often stems from the onslaught of tight deadlines and the “always-on” nature associated with this industry.

Which is why the agency addressed these challenges by systematically re-hauling our human capital management programs, listening to and prioritizing our team member’s individual needs.

As such, we developed programming and HR policies that offer flexible schedules, a “work away from office” policy that allows employees a degree of geographic autonomy, and 28 days of PTO in their first year.

In addition, we provide paid time off during the period of Chrismtas to New years and a Roar Media team employee appreciation day falling on the last day of spring break. We also initiated “No-meeting Thursdays” that ensures uninterrupted focus time.

We have also created a champion program across wellness, professional growth, team building and recognition. Our wellness champion’s program enables our team members to have access to year-round the a wellness and progressional development budget and resources that supports the team’s mental and physical health, as well as professional growth.

All these things work together to prevent burn out and foster a culture of collaboration and wellbeing.

Kevandre (Dre) Thompson
Director, Dre Thompson

Kevandre (Dre) Thompson – Recruitment

One of the most prevalent factors contributing to employee burnout in my opinion, is being stretched too thin within a lean team or having an overwhelming workload. 

When workloads consistently exceed the capacity a manager, team, or individual contributor can deal with  a multitude of things begin to happen. For example, stress levels rise, leading to exhaustion and decreased productivity in managing tasks, day to day duties, as well as other job functions. 

Without proper support, employees struggle to maintain a healthy work-life balance, which ultimately impacts engagement and retention overall.

To address this, I encourage employees to utilize their organization’s Employee Assistance Programs (EAPs), PTO, and mental health days to recharge,regroup, and refocus. 

Having regular check-in calls with managers fosters open communication, allowing employees to voice concerns before burnout escalates (and coming up with solutions to prevent burnout). 

In addition, team-building activities help strengthen morale and create a supportive work environment. 

Prioritizing well-being isn’t just a strategy, it’s imperative to sustaining a high-performing and engaged workforce.

Sara Thomas
Advisor, Mother Cover

Sara Thomas – Recruitment

One big reason employees burn out is the blurred line between work and personal life when a coworker goes on parental leave. When someone takes maternity or paternity leave, their work is usually spread across teammates who are already busy. This can lead to longer hours, constant emails, and difficulty unplugging from work.

Mother Cover solves this problem by bringing in skilled professionals to step in during parental leave. This keeps workloads balanced, helps teams avoid burnout, and allows new parents to fully disconnect without worrying about overloading their coworkers. It’s a simple but effective way to support both employees and businesses.

Sanju Zachariah
Owner and President, Portiva

Sanju Zachariah – Healthcare

In the healthcare industry, one of the most prevalent contributing factors to employee burnout is the relentless pace and emotional toll of patient care.

Staff often deal with long hours, high patient volumes, and the stress of ensuring quality service in an environment where resources can be stretched thin.

At Portiva, we address this issue by focusing on employee well-being through a combination of flexible work schedules, access to mental health resources, and fostering a culture of open communication. We prioritize creating a supportive environment where team members feel valued and heard.

Regular training on stress management and offering opportunities for professional growth are also key aspects of our strategy, ensuring our staff remains engaged and resilient in their roles.

Jean Christophe Gabler
Publisher & Founder, Yogi Times

Jean Christophe Gabler – Wellness

Burnout is frequently underestimated in the wellness sector, yet it can strike in unexpected ways. Long hours aren’t the only aspect of the job.

Holding emotional space for others is what it’s all about. Deep energy production is necessary for the profession, whether it involves coaching individuals through change, teaching a class, writing about personal development, or assisting someone in overcoming stress.

That emotional commitment and ongoing presence adds up.

Because their work is so closely linked to assisting others, many people in this field feel as though they are unable to move away. It is more difficult to pause when they are more concerned about their work.

We deal with this at Yogi Times by integrating rest into our daily routine.

Simply working too much does not cause burnout. They burn out because they never fully recover. Because we organize our work in cycles, there is real rest following bursts of creative activity.

When there are no outside interruptions during deep concentration hours, the work itself feels less taxing. Intentional communication keeps people from becoming overwhelmed by notifications. Because pointless chatter quickly depletes energy, meetings are kept to a minimum.

Simplified decision-making reduces mental exhaustion. People can remain involved without feeling exhausted when minor stressors are lessened because they accumulate over time.

Burnout isn’t usually immediately apparent. It develops when people repeatedly push past fatigue. Instead of waiting until someone hits a wall, the best approach to prevent it is to incorporate recovery into the process.

Richard Robbins
Owner, TheTechnologyVault.com

Richard Robbins – Technology

Burnout comes from employees working on things they don’t enjoy for long hours without feeling appreciated or valued for what they contribute. To combat this, we have fun employee gatherings where people can get to know each other and feel more connected.

We also try to consistently have our employees set goals that motivate them. Those goals are matched with incentives for achieving them. 

For instance, we set a goal to take our management team on a cruise if we achieved a particular sales goal over the Christmas season. 

Although that season was very busy, with many people working nearly twice as many hours as they were used to, achieving the goal and booking the cruise made it feel as if there was no burnout, and the time off while at sea was the perfect reset for our team.

Josh Norman
Principal & Chief Creative Officer, Texas Creative

Josh Norman – Marketing

Ad agency life is so often synonymous with the term burnout. Ask anyone in the industry. It often stems from the  need for creativity on command, which means grueling 80-hour work weeks that blur all boundaries between professional and personal life. The constant pressure to produce innovative campaigns while managing client relationships and unrealistic deadlines leads to exhaustion no matter what area of the agency you work in. Pair that with the industry’s “always-on” culture of responding to emails at midnight and working weekends, a lot of people in our profession find their initial passion for creative work slowly replaced by fatigue and disillusionment.

After 40 years, our ways of working at Texas Creative have evolved over time. But one of the ways we currently combat burnout is with a simple Venn diagram that determines the type of work we’re willing to take on as an agency. We don’t accept every client that comes our way, but instead we look for clients that fit our culture.

In the three circles of the Good Client Venn Diagram we have the qualities that make a client GOOD — good work, good people, good value. At the center is the perfect client that meets all three. Good work means projects that we enjoy and can be proud of. It’s the fun tasks and the portfolio pieces that make us feel fulfilled. Good people is just that — kind, collaborative, good clients with excellent boundaries who we genuinely enjoy working with. Good value means that the amount of effort we put in is financially well-rewarded.

To have all three is ideal, but we won’t take on a client without an overlap of at least two. If it’s good work and good value, then we can handle a more difficult client. If it’s good people and good work, then the value lies in the feeling of joy we have in the project. And if it’s good people and good value, we can find joy in the most mundane of tasks when doing the work.

At the end of the day, we want our agency work culture to spark joy, not flames. So to avoid burnout, we just have to make sure the things we do at our agency are good.

Marco Manazzone
CEO, Zzone Homes Inc

Marco Manazzone – Construction

The most prevalent contributing factor to employee burnout in the construction industry is often long hours and high stress due to tight project deadlines and safety concerns. This can lead to both physical fatigue and mental stress.

To address this issue, our organization has implemented several initiatives, such as flexible scheduling to help workers manage their time, regular breaks to reduce fatigue, and access to mental health resources. We also  conduct training sessions focused on stress management and resilience, empowering our employees to cope with the demands of the job effectively.

Gerard Virga
Founding Attorney, The Virga Law Firm, P.A.

Gerard Virga – Legal

At my firm, we lead with compassion for both our employees and our clients. Our approach to training new team members and junior attorneys goes hand in hand with a compassionate workplace culture. We’ve created a robust mentorship model that includes extensive shadowing opportunities. 

New attorneys are paired with experienced team members, allowing them to observe real-world legal practice, client interactions, and courtroom strategies. This hands-on approach bridges the gap between theoretical knowledge and practical application. It also enables junior attorneys to learn how more senior staff members manage their caseloads and create healthy boundaries between their work and personal lives.

We cannot assume that employees automatically know how to have a strong work-life balance, especially in industries known for being fast-paced and demanding. Regardless of what opportunities you offer your team to combat burnout, you need to also ensure that everyone knows how to access and implement these opportunities into their lives. 

For example, unlimited PTO is great, but it only works if your team knows how to take a vacation – do they know how and whom to shift their responsibilities so they have coverage while they are out? If they don’t, they won’t use the PTO. 

In short, our firm prioritizes compassion in client service and workplace culture, ensuring new attorneys receive hands-on mentorship. We recognize that work-life balance isn’t intuitive, so we actively guide our team in effectively utilizing resources like PTO, helping them integrate healthy boundaries into their professional lives.

Josh Boardman
Founder, Hewes House

Josh Boardman – Creative

While many managers may think time off is the solution to employee burnout, I have found that time “on”, if directed towards a fulfilling creative task, can be just as rejuvenating. 

My company has offered inspiring creative writing programs to put the pep back in the step of professionals who may feel robbed of creativity by the rigor of their jobs. 

Not everybody needs a vacation — sometimes starting a new novel, the first steps of a memoir, or exploring poetry and short stories can occupy the mind and excite people even more effectively. 

You’d be surprised how many people are experiencing burnout behind desks, people who once dreamed of being successful writers!

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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The Promotion Equation: Loyalty, Performance, and the Risk of Attrition

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The Promotion Equation: Loyalty, Performance, and the Risk of Attrition

It is one of the most revealing dilemmas a manager can face, a choice that pits stability against raw talent. 

On one hand, you have the loyal, average performer—the steady pillar of the team who embodies the company culture but may have a limited performance ceiling. 

On the other, the high-achieving “flight risk”—a top performer who consistently drives exceptional results but whose ambition suggests they may not be around for the long haul.

Who do you promote?

This decision goes far beyond filling a single role; it sends a powerful message to the entire organization about what is truly valued: consistency and commitment, or game-changing, albeit potentially temporary, performance. 

In the competitive talent market of 2025, where retaining key employees is a paramount concern, this question has never been more urgent.

To navigate this complex issue, we turned to a panel of seasoned HR and business leaders and asked them to make the tough call:

“Would you promote a loyal yet average performer over a high-performing employee but potential flight risk? What are the strategic considerations driving your decision?”

Their responses are a masterclass in strategic thinking, revealing the delicate balance between managing risk, fostering culture, and driving results. Here’s how they would approach this timeless management crossroads.

Read on!

Ambrosio Arizu
Co-Founder & Managing Partner, Argoz Consultants

Ambrosio Arizu

If loyalty and organizational stability are priorities, promoting the loyal employee may be more beneficial, as their commitment can foster a solid and lasting work environment. However, if the goal is to drive immediate performance and innovation, a high-performing employee might be a better option, although with the concern of retaining them long-term.

In this case, a key consideration is the impact on the team: a loyal leader could inspire others to become more committed to the company, while a high performer may generate faster results but with the risk of losing talent in the future. The ideal approach would be to create an environment where both types of employees can grow, maintaining the commitment of the loyal ones while leveraging the performance of the more productive ones.

Kevandre (Dre) Thompson
Full Cycle Talent Acquisition Specialist, Innomotics

Kevandre (Dre) Thompson

I would lean towards promoting the loyal, average performer due to the value they bring in terms of stability, team cohesion, and long-term commitment.

I believe loyalty should be rewarded, and it usually translates to a deeper understanding of the company culture, processes, and the trust that comes with consistent performance.

Although high performers may bring immediate results, their potential flight risk can introduce uncertainty and disruption, especially if their concerns aren’t addressed in a timely manner.

By investing in a loyal, average performer, you ensure continuity within the team, which can be crucial in maintaining morale and retaining institutional knowledge (that can be passed on to new company joiners).

Lastly, with the right development and support, an average performer may have the potential to grow into a strong leader who can contribute to the company’s long-term success and objectives.

Steven Rodemer
Owner and Attorney, Rodemer & Kane

Steven Rodemer

Promotions are to further the long-term viability of a company, not to reward short-term gains. A good performer can attract strong numbers, but if he is a flight risk, his leaving the company can disrupt operations and morale. Leadership positions demand stability, trust, and loyalty to the future of the company.

An average but loyal performer provides valuable reliability. They understand the systems, culture, and team dynamics. However, reliability in itself is not sufficient. If they lack the potential to grow in the position, advancing them poses a risk of inefficiency. Good decision-making, flexibility, and inspiring others are necessary for leadership. If they possess growth potential, cultivating them can provide an opportunity to create a long-term leader who will remain in the company.

The optimal decision hinges on the larger picture. If the high achiever is already exploring other opportunities, their loyalty is short-term. A company succeeds with leaders who find a balance between performance and commitment. Selecting a candidate who builds a solid foundation for the company avoids disruption and guarantees long-term success.

Chintan Shah
President & Managing Partner, KNB Communications

Chintan Shah

Always promote the high performer. The risk of losing them may be higher–but so is the cost of keeping them stagnant.

Loyalty is valuable, but it can’t outweigh impact.

The best way to retain your top talent is to challenge, reward, and promote them at the pace of their ambition. It keeps them engaged, and it also sends a message to the rest of the team that great work earns growth.

Jo Trizila
Founder & CEO, TrizCom PR

Jo Trizila

While it might seem like a no-brainer to promote the over-achieving employee, I can say without pause loyalty is an invaluable asset that’s difficult to cultivate and replace.

From my experience owning and running a successful PR firm for the past 18 years, TrizCom PR, loyalty, while not as immediately quantifiable as performance metrics, contributes significantly to an organization’s long-term stability and culture.

A loyal employee may exceed expectations when given greater responsibility and also enhance team morale and commitment.

We have always tried to promote based on loyalty, alongside performance, which has benefited our company, reinforcing a culture that values growth and dedication.

Joan Denizot
Owner, Body Ready

Joan Denizot

When deciding between promoting a loyal yet average performer and a high-performing employee who is a flight risk, I believe the key factor is long-term business stability.

While high performers can drive immediate results, their potential departure poses risks such as operational disruptions and costly recruitment.

Loyal employees, even if not top performers, often provide stability, institutional knowledge, and cultural continuity. If they show potential for growth, investing in their development can yield long-term benefits.

However, if the high performer aligns with company goals and can be retained through incentives or career growth opportunities, promoting them may be a more strategic choice.

Ultimately, the decision should balance performance impact with organizational stability, ensuring that the promoted employee contributes to the company’s sustained success.

Austin Rulfs
Founder, Zanda Wealth

Austin Rulfs

From my experience, whether to promote a loyal average performer or a high-performing employee with flight risk relies greatly on the larger context.

Loyalty is a significant strength, particularly in a company that is driven by long-term relationships, such as property investment and finance. Nevertheless, a high performer with great potential might yield short-term benefits, but if they jump ship shortly after promotion, it might lead to disruptions.

It’s about balancing immediate needs with long-term sustainability. In some cases, promoting the loyal employee could strengthen team morale, reduce turnover, and maintain stability.

But if a high performer’s contributions are significantly impactful, I’d work on strategies to retain them, perhaps offering incentives or career development opportunities to address their flight risk.

Paul Koenigsberg
Attorney, Koenigsberg & Associates

Paul Koenigsberg

I would promote a loyal yet average performer if they have shown enough consistency to be trusted with more strategic things. 

However, that doesn’t mean I wouldn’t consider promoting the potential flight risk but high-performing employee. This is very often the case with high performers. They are potential flight risks because they are often misunderstood. 

Sometimes, leaders can see enough promise in a person to actually take that risk just to see where it would lead, even if that meant putting out fires indefinitely.

It all comes down to what the team needs and what kind of risk is worth taking. 

A loyal, steady performer can be the backbone of stability, while a high performer, especially one on the edge of leaving, can either push the team to new heights or create chaos. 

The real challenge for leadership is knowing when to bet on potential and when to double down on reliability. 

Sometimes, the right move isn’t just about performance but about who will step up when it really counts.

Hayden Cohen
CEO, Hire With Near

Hayden Cohen

The answer here depends a lot on what kind of promotion we’re talking about. Loyal-yet-average workers often make great managers.

They may lack some of the raw talent of their peers, but if they’re good with people and committed to the organization and its culture, management may be the ideal place for them. On the flip side of this, promoting flight risks can be a good way to keep them around, as long as a promotion is what they’re after. If I suspect that someone’s going to leave shortly after being promoted, I’ll definitely go with the more loyal person.

Rearranging staffing causes disruptions, and those are expensive. If a promotion will keep them around, though, then it can be a smart move.

Jason Hennessey
CEO, Hennessey Digital

Jason Hennessey

Business decisions should be strategic, not emotional. Promoting a loyal but average performer can limit growth. Losing a high performer can hurt momentum. I would first analyze their long-term potential. If the high performer can be retained, I’d make that my focus. If the loyal employee is coachable, I’d consider them. A promotion should benefit both the individual and the company. Stability and performance should always complement each other.

Strong teams need a balance of reliability and excellence. Promotions should drive performance, not just maintain comfort. If neither candidate fits leadership, I’d develop another. Investing in leadership development ensures long-term success. Retaining top talent is more cost-effective than replacing them. Loyalty without growth is a risk. A company thrives on smart leadership decisions. A strong leader creates lasting impact.

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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Employee Burnout: Unmasking the Causes and Discovering Ideas for Prevention

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Employee Burnout: Unmasking the Causes and Discovering Ideas for Prevention

Employee burnout, a state of physical, emotional, and mental exhaustion caused by prolonged or excessive stress, is more than just a buzzword; it’s a critical workplace issue with significant consequences for both individual well-being and organizational performance. 

Reports and studies consistently highlight its prevalence, with a significant percentage of the global workforce experiencing burnout symptoms. This not only leads to decreased productivity, higher absenteeism, and increased healthcare costs for businesses – estimated to be hundreds of billions of dollars annually – but also takes a profound toll on employees’ lives.

Understanding the multifaceted nature of burnout is the first step. While causes can be industry-specific, common threads emerge, painting a picture of systemic pressures and unmet needs. 

But a problem understood is a problem half-solved. 

Proactive organizations are increasingly recognizing the importance of not just addressing burnout but actively preventing it through thoughtful initiatives and a supportive culture.

The Common Culprits: Unpacking the Drivers of Burnout

Across diverse industries, several key factors consistently contribute to employee exhaustion:

The Relentless Pace and Crushing Workloads: In many sectors, particularly healthcare, staffing, and consulting, employees face a relentless pace, high demands, and the pressure of urgent tasks without sufficient downtime. This often leads to an unhealthy work-life balance, pushing individuals towards overwhelm and exhaustion. The expectation to be constantly “on,” especially with 24/7 operational demands in some industries, can be a major stressor.

Communication Gaps and Disconnection: Poor communication is a significant driver of burnout, with studies showing a vast majority of employees citing communication failures as a cause of workplace breakdowns. When messages are unclear, inconsistent, or infrequent, teams can feel disconnected from organizational goals and from each other, leading to diminished morale and a sense of isolation. This can be exacerbated in roles with “dual loyalty,” such as consulting, where conflicting interests between employer and client can cause internal disharmony.

Lack of Recognition, Value, and Autonomy: Feeling unappreciated and unvalued is a potent recipe for burnout. When administrative burdens, financial targets, or bureaucratic processes overshadow meaningful human interactions and diminish an employee’s sense of control over their work, feelings of worthlessness and unfulfillment can take root. This is particularly acute when employees lack autonomy in their daily endeavors or decision-making.

The Weight of Unclear Expectations and Insufficient Feedback: Employees are often expected to perform at a high level, yet without clear, ongoing feedback, they can be left uncertain about expectations, progress, and their contribution. This ambiguity creates disengagement and anxiety, especially for those newer to the workforce. Waiting for formal annual reviews for course correction or recognition is often too little, too late.

The Inherent Nature of the Work: Some industries, like home services (e.g., plumbing) or environmental justice work, involve physically demanding tasks, high emotional labor, or exposure to stressful situations. An aging workforce in some skilled trades also adds pressure, with fewer new entrants to replace retirees, increasing the load on existing employees. Creative roles, too, are not immune, facing their own unique pressures that can lead to creative burnout.

Forging Resilience: Effective Strategies for Burnout Prevention

Recognizing these drivers is leading proactive organizations to implement a range of strategies focused on prevention and support:

Cultivating a Culture of Support, Connection, and Open Communication:

– Fostering Team Cohesion: Implementing regular team check-ins, “come back to the mothership” days (even virtually), or social events can strengthen bonds, allow for sharing of frustrations and learnings, and create a sense of unity.

– Transparent Communication: Ensuring messages are clear, consistent, and effectively cascade through the organization helps align employees with company goals and fosters a sense of belonging.

– Safe Spaces for Dialogue: Addressing the fear and anxiety associated with workplace changes or stressors by providing tools and forums for employees to discuss emotions safely.

Empowering Employees: Autonomy, Flexibility, and Manageable Workloads:

  • Flexible Work Models: Adopting truly employee-centric flexible work models that allow employees to design schedules or choose locations based on personal needs and productivity peaks, with a strong emphasis on work-life balance.
  • Workload Management: Ensuring employees are not consistently overbooked, guiding them on managing their calendars, and helping them distinguish true emergencies from manageable tasks.
  • Job Fit: Taking the time to understand employees’ strengths and preferences to ensure they are placed in roles where they can thrive and maintain a healthy work-life integration.

Valuing People: Recognition, Continuous Feedback, and Growth Opportunities:

  • Regular Recognition: Implementing peer recognition programs and celebrating personal and professional milestones visibly across the organization. Simple gestures like gift cards or public acknowledgment can significantly boost morale. Research shows that regular recognition can improve employee retention by a remarkable margin (some studies suggest over 50%).
  • Continuous Feedback Culture: Moving beyond infrequent formal reviews to a system of real-time recognition and constructive course correction, ensuring employees feel heard, supported, and clear on expectations.

Career Development: Providing opportunities for skill enhancement, training, and career progression, showing employees they are valued and invested in.

Investing in Holistic Well-being:

  • Comprehensive Benefits: Offering robust benefits packages that include medical, dental, vision, and life insurance, as well as generous paid time off beyond standard holidays.
  • Wellness Initiatives: Encouraging participation in wellness-focused activities, which can range from on-site gyms and relaxation lounges with amenities like arcade games and virtual golf, to mindfulness programs and mental health support.
  • Mission Reinforcement: Regularly reminding employees of the organization’s mission and reviewing key accomplishments can be highly motivating and reaffirm the value of their work.

Tailored and Creative Interventions:

  • Structured Rest: For high-strain sectors like non-profits, implementing models that include dedicated “Rest Weeks” where the organization fully closes, allowing staff to recharge without using personal leave.
  • Engaging Activities: Introducing fun, informal activities like “website roasts” or similar competitive but lighthearted team challenges to break routines, spark creativity, and foster cross-departmental engagement.

Combating employee burnout is not about a single initiative but about cultivating a holistic ecosystem of care, support, and empowerment. 

It requires a sustained commitment from leadership to prioritize employee well-being, recognizing that a healthy, engaged, and resilient workforce is the most valuable asset an organization possesses. 

By understanding the unique pressures within their industry and actively implementing strategies that address these root causes, businesses can create environments where employees not only survive but truly thrive.

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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Beyond the Breaking Point: Sharing Strategies to Combat Employee Burnout

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Beyond the Breaking Point: Sharing Strategies to Combat Employee Burnout

How are leading organizations tackling the growing challenge of employee burnout? 

What are the most prevalent factors contributing to this issue across different industries, and what proactive steps can companies take to mitigate its impact? 

In this post, we seek answers from the front lines, gathering insights from experienced HR and business leaders. 

We asked them to pinpoint the primary cause of burnout within their respective industries and to detail the specific initiatives or strategies their organizations have implemented to address this critical issue. 

Their responses offer a roadmap for building a more resilient and engaged workforce, highlighting the importance of proactive intervention and a commitment to employee well-being.

Read on!

Kasey D’Amato
CEO, KaseyDamato.com

Kasey D’Amato – KaseyDamato.com

– Get a coach or mentor who can help you identify the root cause of the burnout and help you find your purpose. 

– Start a new hobby or learn a new skill- stimulate your brain in new and exciting ways that remind your brain that it is possible to feel interested in something again. 

– Join a new community or networking group – get around people who are like-minded and passionate about something. 

– Contributing to the greater good by helping others increases the feel-good hormones in our body and allows us to see life from a different perspective. 

– Gratitude journal-take daily notice of the positive things in life, a sunny day, a beautiful flower, a convo with a good friend. Be intentional about gratitude on a daily basis.

I do all 5 of these things.

I always have a coach of some kind in my life.

I make it a major point to learn something new or experience a new culture on a regular basis and set very intentional “resets” into my weekly, monthly, and quarterly routines.

I try to be in at least 2 networking groups at any given time. Meeting new people is important, provides new perspectives, and forces me to get out of my comfort zone.

I sit on the President’s Council for the University of Miami and donate time (and money) to their Launchpad program to help support up-and-coming founders and entrepreneurs and also donate to various nonprofits throughout the year including Big Brothers Big Sisters of Miami and others.

Ever since I hit rock bottom with burn out my husband and I make it a daily ritual to share what we are grateful for at the end of each day, even on the hardest, crappiest days, we force ourselves to find something in that day to be grateful for and this has dramatically improved our ability to reset back into a positive mindset the next day.

Alexandra Suchman
CEO & Co-Founder, Barometer XP

Alexandra Suchman – Barometer XP

One major factor of burnout across industries is the erosion of trust at work, especially between employees and managers.

One unintended consequence of the rapid expansion of remote and asynchronous work has been fewer opportunities to form, build, and maintain relationships with leadership and colleagues, which leads to decreased engagement, accountability, and trust among employees at all levels.

The solution is to invest in creating opportunities where conversations – that are not about work – can happen between management and employees so they can get to know each other as people and rebuild that trust.

One strategy my company, Barometer XP, uses is playing games together. Games offer a structured shared experience to help colleagues get to know each other better and provide a low-stakes environment to practice problem-solving and communication. The reflective insights from the games strengthen relationships and collaboration.

Nicole Martins Ferreira
Product Marketing Manager, Huntr

Nicole Martins Ferreira – Huntr

In the AI industry, everyone has become obsessed with efficiency. Because of this, everyone is pushed to produce more results than ever before.

It’s a race where the people who know how to use AI well will be the most successful, which makes competition fierce.

Huntr has flexible working hours, is remote, and personal days can be taken as needed.

Our CEO has created a positive culture of praise and recognition, allowing people to feel appreciated for their accomplishments along the way.

This is the only job I’ve ever had where I haven’t experienced burnout.

I think the biggest contributing factor is that our CEO shares our wins every week. It makes us feel like we’re working together instead of competing.

Jonathan Faccone
Founder, Halo Homebuyers

Jonathan Faccone – Halo Homebuyers

In the real estate industry, the most prevalent contributing factor to employee burnout is the high-pressure environment combined with the often unpredictable nature of the market.

Real estate professionals frequently manage multiple clients and deals simultaneously, leading to long hours and constant availability, which can significantly impact work-life balance.

To address this, our organization has implemented a flexible work policy that allows employees to set their own schedules and work remotely when needed.

This initiative aims to provide our team with the autonomy to manage their time effectively, reducing stress and preventing burnout.

We also emphasize the importance of mental health by providing regular wellness workshops and access to professional counseling services.

Michael Moran
Owner, Green Lion Search Group

Michael Moran – Green Lion Search Group

Now more than ever, it’s essential to recognize the broader societal and cultural factors contributing to employee burnout.

Seeing workers holistically—as individuals with full lives beyond the workplace—is key to addressing and preventing burnout and malaise.

As business owners and leaders, it can be easy to focus solely on what happens within the office, but that perspective is too narrow.

If anything, the COVID-19 pandemic underscored just how deeply work is intertwined with mental and physical well-being.

Political and social climates also play a role; regardless of personal viewpoints, there’s no denying that polarization and uncertainty can seep into the workplace, leading to disengagement and demotivation.

Personally, I believe in open dialogue about issues beyond work.

Avoiding difficult topics rarely benefits anyone. While the workplace may not be the best setting for heated debates on charged issues, pretending that external stressors don’t exist is just as ineffective.

When working with employees experiencing burnout, I make a point not to ignore external factors.

Understanding how they feel about the broader world helps in developing meaningful coping mechanisms—both professionally and personally.

Active listening and ensuring they know they can come to me, or HR, with any concerns is key to creating a supportive environment.

I firmly believe that treating employees as whole individuals is fundamental to fostering both satisfaction and productivity.

Gareth Hoyle
Managing Direction, Marketing Signals

Gareth Hoyle – Marketing Signals

Stress and burnout in the PR and marketing industry is high.

PRs often work long hours, manage multiple relationships – including clients with high expectations, and face a lot of rejection and criticism.

Poor mental health is not just an issue in PR, although there are certain norms that are specific to the industry which don’t help, such as the ‘always on’ mentality and the pressure to deliver high quality results and hit key targets.

A recent study by PR software tool, Prowly, found that 92% of PRs reported that work-related stress has had a negative impact on their mental health and two-thirds (57%) experience stress-related symptoms daily or very often.

With computers and other devices within instant reach, employees often feel the need to be available 24/7.

But never switching off from work is guaranteed to increase stress levels and, ultimately, lead to burnout.

If you need to contact one of your employees outside of their core working hours, make it clear that they only need to reply at a time that’s suitable for them.

Personally, I’ve added a permanent note on my email signature to make it clear that I don’t expect an instant response to combat this and encourage my employees to take regular breaks throughout the day to protect their mental health.

Promote a better work/life balance by encouraging your staff to take regular breaks throughout the day to eat, stretch, rest and exercise. This is a great way to manage and reduce stress throughout the working day.

Benjamin K. Walker
CEO & Founder, Ditto Transcripts

Benjamin K. Walker – Ditto Transcripts

In the transcription services industry burnout is almost always caused by the subject matter we work with. 

Many of our clients are law enforcement agencies and the crimes people commit against other human beings can be hard to handle after years and years of listening and transcribing them. 

We don’t force any of our transcriptionists to work on certain files or clients, they are often afforded breaks from the more gruesome work for a few weeks or months until they are ready to come back. 

Once they ask us for a break we give it to them, and let them work on more common everyday types of files like court hearings involving civil lawsuits or something like that.

Kelly Roach
Motivational Speaker, Kelly Roach International

Kelly Roach – Kelly Roach International

Every day, I watch entrepreneurs burn out and go broke while chasing their dreams, and the devastation it causes is beyond words.

Why does this keep happening?

Because of a lack of focus, constantly shifting priorities, and chasing too many strategies, tactics, and tools that promise the world but ultimately drain time, energy, and resources.

Simplicity is genius. I will continue to share this message because I know it’s the key to long-term success.

You can accomplish more than you ever imagined if you master the art of saying no.

For me, business growth has always been about keeping things simple.

My first company crossed the 8-figure mark with one core offer and one core launch. We only began expanding into new companies, products, and services in pursuit of 9 figures because, at a certain level, there is a law of diminishing returns.

To scale beyond that, we had to build multiple product lines and delivery models—while maintaining the highest quality.

But none of that came before we mastered simplicity and focus.

If you’re feeling overwhelmed, take a step back.

Success isn’t about doing more—it’s about doing less, better.

Anand Mehta
Executive Director, AMFM Healthcare

Anand Mehta – AMFM Healthcare

Caregiver burnout is when you devote the majority of your time, energy and resources to taking care of others that you neglect, forget or aren’t able to take care of yourself.

Sometimes our team is so physically, mentally, and emotionally tired they forget to take care of themselves.

What initiative or strategy does your organization implement to address this issue?

Since my team won’t always admit when they’re struggling, we’ve taken proactive steps to prevent burnout.

We’ve set clear boundaries, like limited after-hours communications(we can’t fully go no-communication as we are in the healthcare industry), and make a point to celebrate wins, big or small.

We also regularly review our performance and adjust workflows to keep things manageable.

These small but intentional changes have made a big difference in helping the team feel supported and valued, even when they’re not saying it outright.

Sabra Sciolaro
Chief People Officer, Firstup

Sabra Sciolaro – Firstup

More than half (60%) of stressed out workers consider their job the primary source of their stress, citing it:

– contributes to feelings of burnout (55%)

– diminishes their motivation (48%)negatively affects their work performance (37%)

BUT 33% claim their employers don’t offer any wellness benefits (gym memberships, mental health resources, etc.)

Another 25% say they either don’t know where to find information about wellness benefits and 22% find the options unsatisfactory 

their employers are using email (48%) to communicate, which doesn’t help our deskless workforce 

55% said they’d be more likely to use their employer’s benefits if they knew what the options were or where to find information.

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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Employee Burnout: A Leadership Perspective on Causes and Prevention

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Employee Burnout: A Leadership Perspective on Causes and Prevention

Employee burnout is a costly and prevalent problem, impacting both individual well-being and organizational performance. 

But what are the leading causes of burnout in different industries, and what can organizations do to proactively address this challenge? 

In this post, we provide answers from those who know best: HR and business leaders on the front lines. 

We asked them to identify the most prevalent contributing factor to burnout within their respective industries and to share the specific initiatives or strategies their organizations have implemented to mitigate its impact. 

Their responses offer practical guidance and real-world examples of how companies are prioritizing employee well-being and building a more sustainable work environment.

Read on!

Egbert Schram
Group CEO, The Culture Factor Group

Egbert Schram – The Culture Factor Group

The most prevalent contributing factor to employee burnout in the consulting industry is the challenge of dual loyalty.

Loyalty to your employer, and loyalty to the client at whose site and in whose interest, you are supposed to work.

Often the conflicting interests cause disharmony.

As an employer of consultants / facilitators, ensuring a solid glue to their employer, with fixed “come back to the mothership” days, e.g. Mondays or Fridays is the most effective way of sharing learnings, frustrations and ensure a feeling of being united in the joint effort to produce the best insights for your customers is the best way.

In absence of this physical option, doing the same using virtual cafe’s is an alternative.

Karen Rigamonti
Co-Partner, KHDR Consulting, LLC

Karen Rigamonti – KHDR Consulting

Burnout in healthcare is a significant problem characterized by feeling unappreciated and unvalued.

The increasing burden of administrative requirements, meeting insurance guidelines, and reaching financial targets sacrifices fulfilling human interactions with colleagues and patients, autonomy in clinical care delivery, and time management.

Productivity, safety, employee engagement, and patient satisfaction are negatively impacted by feelings of worthlessness, isolation, and unfulfillment.

Early diagnosis and intervention requires education of individuals and teams to be aware of signs and symptoms of burnout.

Prevention must limit administrative responsibilities, enhance collaborative teamwork, provide opportunities for career development and create a positive culture that enhances employee wellness.

A happy work environment stresses psychological and physical wellbeing concurrently with mental health support.

Lastly, it is essential to highlight the role of compassion toward self and others, individual agency and autonomy in daily endeavors, and avoiding the stigma of burnout.

Joe Alas
Chief Executive Officer, Quality Temp Staffing

Joe Alas – Quality Temp Staffing

Employee burnout in the medical staffing industry is primarily driven by the relentless pace and high demands of healthcare.

Constant patient needs, urgent tasks, and multiple responsibilities without sufficient downtime lead to overwhelm and exhaustion, making it challenging to maintain a healthy work-life balance.

At Quality Temp Staffing, our employee’s well-being is our top priority, and we treat them like family.

We get to know each of our employees, and make sure they’re placed in a position that’s a good fit for them, and that they can manage a healthy work-life balance.

Unlike most staffing agencies that hire contractors, Quality Temp hires employees, so that everyone who works for us gets full benefits and health insurance.

We also regularly check in with each of our employees to make sure they are happy, safe, and thriving in their new roles.

Patrick Fee
Co-Owner, Mr. Drain

Patrick Fee – Mr. Drain

In the plumbing industry, the average age of plumbers is 46, and for every 10 plumbers retiring, only one new plumber starts.

This is causing a crisis in the industry (it is also a problem across other areas of the home services industry).

There are many reasons for this, but I think a major issue is the often physically demanding work we do and the high likelihood of burnout. 

I believe that taking good care of your employees can separate you from the rest and protect your team from burnout.

A happy side effect of prioritizing employee care is that they, in turn, will have the bandwidth and drive to take care of your customers. 

At Mr. Drain, we treat our team as our number one customer.

As such, we have developed a host of amenities aimed at giving them the support they need to be their best at work.

We have built out a beautiful gym on site for our employees, including shower and locker room facilities. We have also built a lounge for the team with arcade games, TVs, sofas, virtual golf, air hockey, and more.

It’s a bright space with a fun atmosphere where they can wind down. 

In our industry, we have to be available at any time of day for our customers—a plumbing problem doesn’t wait for regular business hours. This means that our company operates 24/7.

However, this doesn’t mean we neglect the needs of our team.

We make sure all employees get adequate time off to recharge, spend time with family and friends, and participate in their hobbies and personal passions. 

And it doesn’t stop there.

We offer a full complement of benefits to our employees, including additional paid days off beyond federal holidays, medical, dental, and vision coverage, life insurance coverage, aggressive 401k matching, and annual bonus disbursements. 

This is just a small sampling of how we prioritize the care of our employees.

We want them to live healthy, happy lives.

Combatting burnout is about more than offering time off—it’s about taking a holistic approach to employee care.

Neil Morrison
Global Chief People Officer, Staffbase

Neil Morrison – Staffbase

One of the most significant contributors to employee burnout is poor communication with 86% of employees saying communication failures lead to workplace breakdowns.

When messages are unclear or inconsistent, teams feel disconnected and morale suffers.

Effective, transparent communication helps align employees with company goals and fosters a sense of belonging. 

For us, quality communications go beyond transparency alone to help create a positive workplace culture.

Celebrating personal milestones, organizing social events, and introducing peer recognition programs in ways that are visible to the entire organization make a big impact.

Additionally, regularly encouraging employees to take advantage of wellness-focused activities, flexible schedules, and experience-based rewards goes a long way toward preventing burnout.

Communications are an essential driving component of any company’s ability to build a more engaged and resilient workforce.

Matt Meadows
Founder, WorkStory

Matt Meadows – WorkStory

One of the biggest drivers of burnout we see across teams is the lack of clear, ongoing feedback.

Employees are often expected to perform at a high level, yet without regular input, they’re left uncertain about expectations and progress.

This creates disengagement—especially for younger members of the workforce.

The teams we work with have had the most success reducing burnout by fostering a culture of continuous feedback—ensuring employees receive recognition and course correction in real time rather than waiting for formal reviews.

When people feel heard and supported you’ll see a lot less burnout taking place.

Gianna Sollitto
Development & Communications Senior Manager, Groundwork Southcoast (GWSC)

Gianna Sollitto – Groundwork Southcoast (GWSC)

Groundwork Southcoast (GWSC) recognizes that burnout, overwork, and emotional strain are prevalent challenges in the nonprofit sector, particularly for staff engaged in environmental justice work.

To actively combat this, we’ve developed the RestoRation model—a structured approach to rest and rejuvenation that ensures our team remains balanced, strategic, and sustainable.

Twice a year, GWSC implements Rest Week, during which the organization fully closes, allowing staff to disconnect and recharge without using personal leave.

This is followed by Ration Week, a time dedicated to internal goal-setting and shifting from reactive to proactive work.

By prioritizing staff well-being through RestoRation, along with flexible scheduling and reflective staff meetings, we foster a work culture that values sustainability—not just for the planet, but for the people driving change.

Investing in our team’s health and balance strengthens our ability to invest in the environmental justice communities we serve year-round.

Pam Cusick
Senior Vice President, Rare Patient Voice

Pam Cusick – Rare Patient Voice

Remember the mission. In our case, we want to give patients a voice, and every day we are accomplishing that. 

At  monthly meetings, we review key accomplishments. It is more motivating to look at what we’ve done than what we haven’t done.

Celebrate milestones.  Employees always appreciate an Amazon gift card.

Thomas Hughes
Consultant, Red Clover HR

Thomas Hughes – Red Clover HR

One of the biggest contributors to burnout in HR consulting is the high-pressure, client-driven environment where consultants juggle multiple clients with unique needs and tight deadlines.

To prevent this, our company lives by our core value of Family First, promotes flexible work, and ensures consultants aren’t overbooked.

While this should always be top of mind, senior team members reinforce it during onboarding by guiding new consultants on managing their calendars and recognizing true emergencies.

We also emphasize open communication, regular check-ins, and flexibility to maintain balance.

Our goal is to add value to every client while prioritizing our well-being. By managing stress effectively, we stay productive and deliver our best work.

EmilyKate Lorenz
Chief Operating Officer, hieroart.com

EmilyKate Lorenz – Hiero

One way I’ve learned to tackle creative burnout within my team is with our weekly website roast.

Every week, I randomly pick a website (kept secret so no one has an edge) and give everyone five minutes to check it out.

Then, they go around the room and each share one insight or critique about what we noticed.

It’s not always about tearing the website apart, the talking points can also be about what works well or brainstorming potential improvements.

What makes it fun is the little competitive twist.

The person who has the most valuable insights (judged by our CEO) is crowned the winner who gets bragging rights and a gift card to their favorite lunch spot.

This competition not only keeps everyone engaged and creative, but it also sharpens our understanding of website best practices.

It’s a quick, informal way to break up the routine and spark some fresh ideas across our design, development, marketing, and sales teams.

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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Addressing Burnout: Strategies for a Healthier and More Productive Workforce

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Addressing Burnout: Strategies for a Healthier and More Productive Workforce

How are leading organizations tackling the growing challenge of employee burnout? 

What are the most prevalent factors contributing to this issue across different industries, and what proactive steps can companies take to mitigate its impact? 

In this post, we seek answers from the front lines, gathering insights from experienced HR and business leaders. 

We asked them to pinpoint the primary cause of burnout within their respective industries and to detail the specific initiatives or strategies their organizations have implemented to address this critical issue. 

Their responses offer a roadmap for building a more resilient and engaged workforce, highlighting the importance of proactive intervention and a commitment to employee well-being.

Read on!

Beryl Krinsky
Founder & CEO, B.Komplete

Lack of Work-Life Balance

As the owner of a Corporate Wellness Firm, we see employee burnout with our clients across many sectors. 

One of the biggest burnout contributors is a lack of work-life balance. 

We speak with employees who tell us that they are checking their email at night, on the weekends, and aren’t scheduling time for self-care and relaxation. 

We have also seen employees who are constantly on their phones – scrolling on social media, checking email, texting, and more. 

This also leads to burnout.

To help combat this, we offer a variety of wellness programs around mindfulness, self-care, and resiliency. 

For example, we have a Wellness Station that teaches employees about mindful living and balance in an accessible and actionable way. 

We offer workshops to help bring mindfulness to life, and ways to develop self-care routines. 

We also teach a “power of productivity” workshop that brings to life the danger of always being “on” and how to get more done, effectively, so that you have time for rest and relaxation.

James McNally
Managing Director, SDVH [Self Drive Vehicle Hire]

Micro-Decisions Overwhelm Employees

People think it’s from long hours or tough customers. 

That’s surface-level stuff. The real killer is actually micro-decisions. 

A hundred small choices pile up like pricing tweaks, route adjustments, and scheduling shifts. The brain overheats. Energy drains before the real work even starts.

We stripped that out. Simple playbooks for repetitive tasks. AI-assisted scheduling. Pre-set responses for common customer issues. 

Employees use their brainpower where it counts, not on “Should I approve this minor change?” or “What’s the best response for a late return?” 

The less they think about the routine, the more energy they have to handle the unexpected.

Amaury Ponce
Business Owner, Ponce Tree Services

Physical Demands and Extreme Weather

The most prevalent contributing factor to employee burnout in the tree service industry is the physically demanding nature of the work combined with extreme weather conditions. 

Climbing trees, operating heavy equipment, and performing hazardous removals require intense physical exertion, and doing so in extreme heat or cold only adds to the strain. 

Over time, this leads to exhaustion, increased risk of injury, and a decline in overall morale. With more than 20 years in the industry and as a certified arborist, I’ve seen firsthand how burnout can impact both safety and efficiency, so I’ve made it a priority to implement strategies that keep my team both physically and mentally strong. 

At Ponce Tree Services, we combat burnout by enforcing structured rest periods, rotating crews on high intensity jobs, and investing in top-quality safety gear to reduce strain. We also focus on ongoing training, ensuring employees use the most efficient climbing and cutting techniques to minimize fatigue. 

Additionally, we promote a strong team culture by encouraging open communication, recognizing hard work, and providing growth opportunities within the company. Because I’ve been in their shoes since childhood, I understand exactly what it takes to keep a crew motivated and safe. 

These efforts have led to lower turnover, fewer injuries, and a team that feels valued and energized, which ultimately results in better service for our clients.

David Holman
CEO, Weepli

High Customer Expectations

In the high-stakes arena of insurance tech, burnout doesn’t announce itself. It creeps in. Customers expect instant everything, and the race to meet those demands never slows.

So, we fought back. First, AI chatbots absorbed Tier 1 inquiries, slashing manual workload by 40%. Second, we carved out deep work blocks with uninterrupted hours free from meetings and group chats. But the real game-changer was switching to a four-day workweek.

Same output, fewer hours, and no productivity loss. The verdict is that burnout is inevitable when you push people too much. Sometimes, you need to restructure.

Andrew Osborne
Owner, Ozzie Mowing & Gardening

Physical Exhaustion and Seasonal Demands

One of the biggest contributing factors to employee burnout in the gardening and landscaping industry is physical exhaustion combined with seasonal demand fluctuations. 

Long hours spent in the sun, handling heavy equipment, and performing repetitive manual labor can take a serious toll on the body, especially during peak seasons when customer demand is high. 

Without proper recovery time and a structured workflow, fatigue sets in quickly, leading to burnout and reduced job satisfaction. 

To tackle this, I implemented a structured rotation system at Ozzie Mowing & Gardening, ensuring that team members alternate between physically demanding tasks and lighter duties. 

This strategy, combined with mandatory hydration and break periods, has significantly reduced fatigue while maintaining high-quality service. 

My 15 years of experience in the industry, coupled with my horticulture certification, allowed me to recognize early signs of burnout and implement proactive solutions. I introduced skill development sessions where team members can rotate into design and consultation roles, giving their bodies a break while expanding their knowledge. 

Not only has this improved morale, but it has also enhanced service quality, as employees feel more valued and engaged in the broader scope of gardening and landscaping. 

By prioritizing both physical well-being and career growth, we’ve created an environment where employees stay motivated and passionate about their work, leading to better results for both our team and our clients.

Abhishek Shah
Founder, Testlify

Pressure to Meet Hiring Targets

In the tech and recruitment industry, one of the biggest causes of burnout is the constant pressure to meet hiring targets and tight deadlines while managing high volumes of candidates. 

This fast-paced environment can lead to mental fatigue and disengagement. 

To tackle this, we focus on workload balance, flexible work arrangements, and clear priority setting. Regular check-ins, mental health resources, and encouraging employees to take breaks help maintain well-being. 

Most importantly, fostering a culture where people feel supported—not just pressured to perform—goes a long way in preventing burnout.

Nik Aggar
Business Development Manager, Outstaff Your Team

Heavy Workloads and Tight Deadlines

In the staffing industry, burnout is a real challenge, and one of the most prevalent contributing factors is heavy workloads with tight deadlines. 

I’ve seen firsthand how the fast-paced nature of our work such as juggling client demands, filling positions quickly, and managing multiple accounts can overwhelm even the most dedicated professionals. 

According to recent surveys, over 50% of workers in the U.S. report burnout due to long hours and rising stress levels, which is common in industries like ours where responsiveness is critical.

To combat this, we implemented several initiatives. One standout strategy is flexible work arrangements. We’ve introduced remote work options and adjustable schedules to help our team balance their personal and professional lives better. 

For example, recruiters can work from home on days when they’re not meeting clients or candidates in person. This flexibility has been a game changer for reducing stress. We’ve also prioritized mental health support by offering access to wellness programs and encouraging regular breaks. 

For instance, we’ve set up “mental health days” where employees can take time off without guilt if they feel overwhelmed. Additionally, we conduct regular workload check-ins to ensure tasks are distributed fairly and no one feels buried under unrealistic expectations.

Another initiative is fostering open communication. Weekly one-on-ones between team members and managers allow us to identify early signs of burnout and adjust workloads proactively. We also encourage employees to set boundaries like turning off notifications after hours to prevent the “always-on” syndrome.

Tim Alagushov
COO, IRBIS Air, Plumbing & Electrical

Physical Strain and Long Days

It is a huge challenge right now to get people interested in joining the home services industry as technicians or otherwise. 

We are fortunate that most of the people in our company are fairly young; however, ensuring that they enjoy long, fruitful careers is a concern of mine and something I’ve thought a lot about. 

In the past, and at other companies still today, home service technicians often had to perform demanding physical jobs while also working long days and spending hours in the car fighting traffic. At IRBIS Air, Plumbing & Electrical, I’ve dedicated a lot of time to solving this problem. 

One of the best solutions I’ve found is to ensure our technicians have adequate support. This means hiring support staff to manage things like equipment orders, customer service calls, project management support, and basically any task that takes technicians away from performing actual services. 

We also work to optimize their job schedule geographically to ensure that they aren’t spending an excessive amount of time driving between jobs or in traffic. 

Providing this level of support to our technicians helps narrow their responsibilities so that they can focus on their primary job without being pressured to go into overtime due to administrative responsibilities. Teamwork and workflow management are the best safeguards against burnout. 

We also work hard to proactively manage our busy seasons, ensuring that team members have the opportunity to take their vacation time when they need it while still being able to stay on top of their work goals. 

Work-life balance can be very difficult in service-based industries like ours, but as a manager, it is my job to help my team achieve this.

Ivan Rodimushkin
Founder & CEO, XS Supply

Constant Changes and Stress of Staying Updated

Constant technological changes and the need to stay updated can cause burnout. 

Our industry requires continual learning and adaptation to new medical technologies and supply chain innovations. 

This pressure to keep pace with technological advancements places a heavy burden on our staff. It’s mentally exhausting and relentless.

We invest in training and development to ease the burden of technological changes. 

By keeping our team well-informed and skilled, we reduce the stress associated with adapting to new systems. Regular workshops and seminars provide the tools they need to feel confident and competent. 

This ongoing education helps mitigate the stress of continuous adaptation.

Tanya Borovskaya
HR Director at Famesters

Compensation, Goals, and Performance Anxiety

At Famesters we specialize in influencer campaigns showing visible results, so our success is proved by performance-based metrics, which might actually be called the most contributing factor leading to burnouts. 

Agencies most often use commission-based compensation, where a significant part of the manager’s income is tied to the success of campaigns launched. This creates a direct financial incentive to achieve high performance, which can be stressful. In case campaigns don’t perform as expected, managers may face pressure increasing their stress level.

To address this issue, we encourage work-life balance and make sure that managers promptly use their paid time off and scheduled breaks to prevent burnouts. 

Teams have shifted working hours in accordance with the regions they work with. We have developed a mentoring program so that managers can address more senior colleagues for help and advice. 

And of course we constantly consult and train our clients about the nuances of influencer marketing to reduce micromanagement and unrealistic demands.

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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