THE BULGARIAN INDUSTRIAL ASSOCIATION PRESENTS A STUDY ON CORPORATE EXPERIENCE IN MANAGING WORKPLACE STRESS AND PROFESSIONAL BURNOUT

 A team of experts from the Bulgarian Industrial Association (BIA) conducted a study of good international practices and corporate experience in managing workplace stress and professional burnout. The analysis reviews international legislation and practice (including corporate experience) in the field of research, prevention, and mitigation of the effects of occupational burnout. The study was carried out within the project “Together for Sustainable Employment”, financed by the Human Resources Development Programme and implemented by the Bulgarian Industrial Association, in partnership with the Ministry of Labour and Social Policy and the Confederation of Independent Trade Unions in Bulgaria (CITUB).

The World Health Organization (WHO) classifies burnout as an “occupational phenomenon” in the International Classification of Diseases (ICD-11), rather than as a medical diagnosis. Burnout is described as a syndrome resulting from chronic, unmanaged workplace stress and is characterized by three dimensions: exhaustion; increased mental distance from one’s job or feelings of negativism or cynicism related to work; and reduced professional efficacy. Stress is among the major “silent killers” of modern society. Even when it does not lead to fatal outcomes, deteriorating health caused by burnout carries a significant social cost, increasing the prevalence of chronic illness among the working-age population, reducing quality of life, and placing additional pressure on healthcare services and social security systems.

Historically, burnout was first identified in professions involving care for others (such as healthcare, education, and social work), where emotional strain and intensive interaction with people lead to exhaustion. Today, however, it is widely recognized that burnout can develop across all sectors and professions when prolonged stress is present. This makes monitoring workplace stress and burnout a strategically important task for enterprises worldwide. In this context, a variety of organizational tools (surveys, questionnaires, and methodologies) have been developed to measure stress levels and burnout symptoms among employees, identify workplace risk factors, and support preventive measures.

Over recent decades, research has identified six key risk factors that contribute to burnout when there is a chronic mismatch between employees and their work environment:

• High workload and emotionally demanding work environments, which are leading psychosocial risk factors;

• Heavy workload and extended or atypical working hours, including frequent overtime, linked to work organization and working time arrangements;

• Conflicts and strained relationships, as well as low social support, which increase risk, while supportive team relations mitigate burnout;

• Work–life balance, where blurred boundaries—especially combined with high emotional demands and limited control over working time—impede recovery, while predictable schedules and the right to disconnect act as protective buffers;

• Quality of leadership, where lack of managerial support and poor leadership increase risk, while mentoring, recognition, and trust have a protective effect;

• Rewards and fairness, where an imbalance between effort and reward (pay, recognition, fairness) is associated with emotional exhaustion. Within the “demands–resources” framework, high demands (workload, long hours, emotional labour, conflicts) drain energy and increase burnout risk, while resources (autonomy, support, rewards, and development opportunities) foster motivation and engagement.

Burnout is traditionally measured using self-assessment questionnaires that capture the intensity of its core symptoms: exhaustion, cynicism (depersonalization), and reduced professional efficacy.

Emotional exhaustion is the most visible symptom. Individuals experiencing burnout feel chronically tired, lacking energy and motivation even for routine tasks. This depletion is often accompanied by mood swings, irritability, emotional outbursts, or apathy. Many affected individuals report feeling emotionally drained, easily irritated by minor issues, or emotionally numb.

The second component, cynicism or indifference, reflects emotional distancing from work and others. Employees experiencing burnout often become disengaged or negatively oriented toward colleagues and clients and may develop a strong sense of cynicism. This detachment functions as a psychological defense mechanism against excessive stress but undermines empathy and workplace relationships.

The third dimension, reduced personal accomplishment, manifests as low self-esteem and a feeling of ineffectiveness. Employees may perceive themselves as unsuccessful or as achieving little despite their efforts. This combination of emotional exhaustion and negative thinking has serious social consequences and is frequently associated with depressive symptoms, including feelings of emptiness, hopelessness, and, in some cases, clinical depression.

Effects of burnout

One direct manifestation of workplace stress is increased sick leave and absenteeism. Burned-out employees are more likely to take time off for physical or psychological recovery, reducing productivity and generating direct costs for employers.

Even when physically present at work, employees suffering from burnout often show significantly reduced engagement and performance. This phenomenon, known as presenteeism, refers to working below optimal capacity, making more errors, and contributing minimal creative energy.

Burnout can spread within teams and affect entire organizations. A demotivated or cynical employee may lower team morale and contribute to a toxic work environment characterized by conflicts, blame, and low overall engagement. In this way, individual burnout can escalate into an organizational issue.

Burnout is also among the leading reasons for employee turnover, generating substantial costs for businesses. High turnover results in the loss of accumulated experience and organizational knowledge, disruption of teamwork, and increased workload for remaining staff, as well as significant recruitment and training costs.

Workplace stress also has a direct impact on healthcare costs borne by companies, public health systems, and employees themselves. Chronic stress contributes to serious health problems, increasing the need for medical consultations, treatments, and medication. In many cases, insurers and employers absorb part of these costs through higher premiums and compensation payments, while the remainder places a burden on public healthcare systems.

Although burnout is not a medical diagnosis, it is closely linked to mental health disorders, particularly depression and anxiety. WHO data indicate that around 15% of working-age adults worldwide suffer from a mental disorder, many cases of which are caused or aggravated by workplace stress. In severe cases, burnout may lead to clinical depression or panic disorders, rendering individuals temporarily or permanently unfit for work.

Burnout also significantly disrupts personal life and relationships outside the workplace. Chronically exhausted individuals often lack the energy to engage fully with family and social networks, leading to emotional withdrawal and strained relationships.

According to a 2024 study by Boston Consulting Group (BCG), nearly half of workers worldwide (48%) report feeling burned out. A Workhuman survey found that around 80% of employees in the United States experience workplace stress, while Gallup data show that 76% of employees experience burnout at least occasionally and are 63% more likely to take sick leave. In the United States alone, workplace stress is associated with approximately 120,000 deaths annually.

The widespread prevalence of burnout results in significant economic losses and profound social consequences. The European Agency for Safety and Health at Work estimates that excessive workplace stress costs European economies around €600 billion annually. In the United States, annual losses related to reduced productivity, absenteeism, turnover, and healthcare costs are estimated at approximately $500 billion. Global estimates range between $300–320 billion annually, underscoring that chronic workplace stress is not merely a personal issue but a substantial economic burden on enterprises and societies.

How companies counteract burnout

Burnout has become a serious challenge for employers worldwide. Many organizations recognize the need to proactively protect employee well-being in order to maintain productivity, motivation, and loyalty.

To address chronic overload and poor work–life balance, companies increasingly introduce flexible working arrangements, greater autonomy over working time, and alternative work schedules, including reduced workweeks. With the rise of remote work, organizations have also begun addressing “Zoom fatigue” and digital overload by introducing meeting-free days, limits on communication outside working hours, and designated “quiet hours.”

Many employers also emphasize the importance of rest and recovery by offering additional leave days or, in some cases, temporary company-wide shutdowns to allow employees to recover collectively without accumulating backlogs of work.

Mental health support has become a core component of employee well-being strategies. Employee Assistance Programs (EAPs), access to psychological counselling, relaxation spaces, and training for managers on recognizing and addressing burnout are increasingly common. At the same time, organizations focus on fostering a culture of recognition, open communication, and trust, which significantly reduces the risk of burnout and encourages employees to seek help at an early stage.