Burnout is not simply having a stressful week or feeling exhausted after a long day (Mańkowska, 2025). It develops gradually over time when work stress becomes chronic and is not managed effectively. Since 2019, the World Health Organization (WHO) has recognised burnout as an occupational phenomenon resulting from chronic work stress that has not been effectively managed (World Health Organization, 2019).
Unlike temporary stress, burnout can have lasting effects on an individual’s psychological wellbeing, work performance, relationships, and overall quality of life (Sánchez Martínez et al., 2026). The COVID-19 pandemic further highlighted the importance of occupational health and drew greater attention to the growing impact of burnout and workplace wellbeing (Edú-Valsania et al., 2022).
What does burnout look like?
One of the most widely accepted ways of understanding burnout is through the Maslach Burnout framework, which describes burnout as consisting of three key dimensions (Christopoulou et al., 2026):
1. Exhaustion
Exhaustion is often the first sign of burnout. It is characterised by feeling emotionally and physically drained (Bakker et al., 2023), even after rest. People experiencing emotional exhaustion often struggle to find the energy or motivation to perform everyday work tasks and may feel overwhelmed by responsibilities that once felt manageable (Bakker et al., 2023).
2. Cynicism or depersonalisation
As burnout progresses, many people begin to distance themselves emotionally from their work. This may involve developing a negative attitude towards work, becoming detached, feeling irritable, or showing reduced empathy towards others (Bakker et al., 2023).
3. Reduced professional accomplishment
This dimension is characterised by diminished confidence in one’s professional competence, accompanied by persistent self-doubt regarding the ability to perform work effectively. Individuals are more likely to judge their performance unfavourably, perceive their achievements as inadequate, and experience reduced motivation, productivity, and overall effectiveness.
As a result, they often report lower morale and a weakened capacity to cope with work demands. Together, these three dimensions distinguish burnout from ordinary work stress (Edú-Valsania et al., 2022).
Why do we need to talk about burnout?
Burnout affects more than job performance. It can influence almost every aspect of an individual’s life. Research has linked burnout to poorer physical health, increased anxiety and depression, sleep disturbances, reduced concentration, and lower overall wellbeing (Edú-Valsania et al., 2022).
For organisations, burnout may result in:
- Decreased work performance
- More frequent absences from work
- Reduced effectiveness despite being present at work (presenteeism)
- Lower commitment and engagement
- Higher employee turnover
- Increased work tensions
- Declining service quality
The consequences therefore affect both employees and organisations.
Why is seeking help so difficult?
Socioeconomic status, job market conditions, and financial pressures can encourage people to spend excessive amounts of time and effort on their work (Trașcă Otilia, 2024).
Additionally, the end of the workday no longer guarantees relief from job demands. The widespread use of digital communication technologies and mobile devices has blurred the distinction between professional and personal life, making it difficult for employees to disengage from work and recuperate effectively (Edú-Valsania et al., 2022).
Furthermore, societal and cultural expectations surrounding resilience, strength, and responsibility may discourage people from acknowledging emotional distress or seeking professional support (Hopp et al., 2024). As a result, intervention is often delayed, allowing burnout to become more severe (Edú-Valsania et al., 2022; Terry et al., 2025).
How can burnout be prevented?
According to Edú-Valsania et al. (2022), burnout prevention involves choosing the right type of intervention based on the stage of the problem. Three types of intervention are described.
- Primary prevention is the most effective because it targets all employees before burnout develops by reducing work risks and improving support, training, and job design.
- Secondary prevention focuses on employees showing early signs of burnout, helping them strengthen coping skills and prevent symptoms from worsening through both individual and organisational measures.
- Tertiary prevention is aimed at employees who are already experiencing severe burnout and focuses on treatment and recovery rather than prevention.
Together, organisational and individual efforts provide a comprehensive approach to preventing and addressing burnout (Edú-Valsania et al., 2022).
Final Thoughts
Burnout is far more than feeling tired or stressed after a demanding week (Mańkowska, 2025). It is a gradual process that develops when work pressures consistently outweigh the resources available to manage them (World Health Organisation, 2019).
Left unaddressed, burnout can affect mental health, physical wellbeing, work performance, and relationships (Sánchez Martínez et al., 2026). Recognising the early signs of burnout is the first step towards prevention.
By fostering supportive workplaces, encouraging open conversations about mental health, and addressing organisational sources of stress, employers and employees can work together to create healthier and more sustainable working environments (Edú-Valsania et al., 2022).
Author’s note: As awareness of workplace mental health continues to grow, there is an increasing need for professionals who can provide early psychosocial support within their scope of practice. The Occupational Certificate: Social Counselling Worker, offered through Regenesys Skills Academy, equips graduates with competencies in supportive counselling, screening, psychoeducation, ethical practice, and referral procedures to assist individuals experiencing a range of psychosocial challenges.
References
Bakker, A. B., Xanthopoulou, D., & Demerouti, E. (2023). How does chronic burnout affect dealing with weekly job demands? A test of central propositions in JD-R and COR-theories. Applied Psychology, 72(1), 389–410.
Edú-Valsania, S., Laguía, A., & Moriano, J. A. (2022). Burnout: A Review of Theory and Measurement. International Journal of Environmental Research and Public Health, 19(3), 1780.
Christopoulou, S., Antonopoulou, H., Zapantis, R., Gkintoni, E., & Halkiopoulos, C. (2026). Teacher Well-Being and Burnout Resilience: Dimensional Independence, Pandemic Burden, and Profile Analysis in Primary Education. International Journal of Environmental Research and Public Health, 23(190), 1–27.
Hopp, M., Shao, J. M., Reyna, C., Cannada, L. K., & Nosanov, L. B. (2024). Beyond grit and resilience: It’s okay to need help. The American Journal of Surgery, 237, 115730. Advance online publication.
Mańkowska, B. (2025). Burnout phenomenon still unresolved: The current state in theory and implications for public interest. Frontiers in Organizational Psychology, 3, 1549253.
Sánchez Martínez, D. A., Cruz Núñez, A., Carrasco, J. P., Sanmiguel Zabala, J. I., Pujol de Castro, A., Estrella-Porter, P., & Cerame del Campo, Á. (2026). Burnout among junior doctors in Spain: Prevalence, associated working conditions, and implications for health workforce well-being. BMC Health Services Research, 26, 393.
Terry, D. L., Safian, G., & Terry, C. P. (2025). Patterns and consequences of delayed self-care among rural medical providers. American Journal of Health Promotion, 39(1), 122–126.
Trașcă Otilia, M. (2024). From work-life imbalance to burnout: Exploring the roots of heavy work investment. Young Economists Journal (Revista Tinerilor Economisti), 21(43), 39.
World Health Organization. (2019, May 28). Burn-out an “occupational phenomenon”: International Classification of Diseases.
