4 in 5 Aussie workers experiencing burnout, but won’t tell their bosses

According to a recent study, an overwhelming amount of workers throughout Australia are experiencing burnout but are struggling to admit it to their bosses.

A recent report by Robert Half displayed that the overwhelming majority (80 per cent) of Australian workers say they feel burnt out at work yet are not always upfront with their manager about it.

As defined by the report, when workers were asked about what is contributing most to their feelings of burnout, workers identified their working environment conditions are playing a larger role than the workplace’s culture or challenges that come with the return to the office:

• Heavy workloads (56 per cent).
• An insufficient number of staff (36 per cent).
• The commute to the office (27 per cent).
• A toxic organisational culture (26 per cent).
• A lack of communication and support from my manager (21 per cent).

“Burnout is reaching alarming levels in the Australian workforce,” said Nicole Gorton, director at Robert Half.

“The past year has seen a surge in stress, exhaustion and disengagement among employees. The consequences of companies working with lean teams, the pandemic, economic uncertainty and lack of job security have all contributed to this burnout epidemic.”

These reasons and the widespread theme of burnout highlight the need for better lines of communication between employees, leaders, and employers. The buck starts with leaders; if managers are dropping the ball, then burnout is far more likely to increase throughout the workforce.

“Many employees are feeling overwhelmed by the constant pressure to perform, the blurring of work-life boundaries and the uncertainty of job security,” said Gorton.

“Burnout is not a sign of weakness. It’s a signal that something needs to change in the workplace. By establishing open communication lines and working together, employers and employees can create a healthier and more sustainable work environment for everyone.”

The report listed what workers said about the steps their managers had taken to alleviate burnout when they approached them about it:

• Providing encouragement for staff to take time off (22 per cent).
• Helping to prioritise projects (20 per cent).
• Delegating some responsibilities to other team members (18 per cent).
• Hiring extra staff to mitigate the workload (16 per cent).

However, the report also highlighted that for 10 per cent of workers, their manager failed to take any steps to address burnout despite being made aware. Meanwhile, almost a quarter (23 per cent) of workers have not made their manager aware of their feelings.

“Burnout is a serious issue that can have serious consequences for both individuals and organisations,” said Gorton.

“It’s crucial for employees to recognise the signs and communicate their struggles to their managers. Ignoring burnout won’t make it go away, and that can lead to decreased productivity, increased absenteeism and even long-term health problems. By speaking up, employees can advocate for themselves and work with their managers to find solutions that address their specific needs and challenges.”

“Managers play a critical role in preventing and addressing burnout. They need to create a supportive and empathetic work environment where employees feel comfortable sharing their concerns. Regular check-ins and open communication channels can help reduce stress and promote work-life harmony.”