With blurred lines between work and life, many of us have felt emotional demand and disruption around the clock for the past two years. Recognizing burnout, and its triggers, as employees So with such high prevalence, what can we actually do to tackle burnout, as employees and leaders?

95% of Human Resource leadersВ are admitting that employee burnout is sabotaging workforce retention. This may be one of the strongest triggers for whatвЂ™s been dubbed globally as The Great Resignation. With burnout comes detachment, or mental distance, from the role. ThatвЂ™s a staggering 67% of workers experiencing burnout at work. A Gallup studyВ of 7,500 full-time employees found 23% of them felt burnt out at work either very oftenВ or always, and an additional 44% reporting the feeling sometimes. When burnt out, your work performance will often take a considerable hit, but along with your ability to care much about it.Д¬oncerning figures show how prevalent burnout has recently become.

Amelia Nagoski simplified this by describing burnout as, вЂwhere you can show upВ for work, but you spend your whole day fantasizing about being at a different job.вЂ™ This point will look different individually, but commonly is identified with: Workplace stress is something we all experience, whether it's in the form of heavy workloads, tight deadlines or workplace culture, which can all contribute to us feeling pressured at work.Д«ut when this stress becomes long term, and pointedly, unsuccessfully managed, we can arrive at the point of burnout.

In 2019, the World Health Organization reclassified burnout as an occupational phenomenon,В describing the syndrome as вЂresulting from chronic workplace stress that has not been successfully managed.вЂ™

Beyond blue blog