A team of experts from the Bulgarian Industrial Association conducted a study of good international practices and corporate experience in managing stress and burnout in the workplace. The analysis reviews international legislation and practice (including corporate experience) in the field of research, prevention and overcoming the effects of occupational burnout. The development was carried out within the framework of the project "Together for Sustainable Employment", funded by the Human Resources Development Program and implemented by the Bulgarian Industrial Association, in partnership with the Ministry of Labour, Employment and Social Affairs and the Confederation of Bulgarian Trade Unions (CITUB).
The World Health Organization (WHO) classifies burnout as an "occupational phenomenon related to work" in the International Classification of Diseases (ICD-11), rather than as a medical diagnosis. It is described as a syndrome resulting from chronic, uncontrolled stress at work and is described by three dimensions: exhaustion; increased psychological distance/cynicism towards work and reduced professional effectiveness. Stress is among the significant “silent killers” of modern society. Even when it does not lead to a fatal outcome, the poor health resulting from burnout has a social cost. More people of working age suffer from chronic diseases, their quality of life decreases and the burden on health services and social security systems increases.
Historically, burnout was first identified in professions in the field of caring for people (healthcare, education, social work), where emotional strain and working with people lead to exhaustion. Today, however, it is recognized that burnout syndrome can develop in all sectors and professions in the presence of prolonged stress. This makes monitoring work stress and burnout a strategically important task for companies around the world. In this regard, various organizational tools (surveys, questionnaires and methodologies) have been developed to measure stress levels and signs of burnout among employees, to identify risk factors in the environment and to support preventive measures.
Over the past decades, research has outlined six main risk factors that contribute to the occurrence of burnout when there is a chronic mismatch between the employee and their work environment:
- Stressful and emotionally draining work environment - fast-paced and emotionally demanding conditions are leading psychosocial risk factors;
- Heavy workload and extended/atypical working hours – extended or atypical working hours and frequent overtime are a constant marker of risk and are related to the organization of work and working hours;
- Conflicts and broken relationships; low social support increase the risk, while supportive team relationships mitigate the effect;
- Work-life balance – blurring boundaries, especially when combined with high emotional demands and poor time control, makes recovery difficult; predictable schedules and the right to disconnect act as a buffer;
- Leadership quality – lack of management support and low leadership quality increase risk, while mentoring, recognition and trust act as a protective factor;
- Rewards and fairness – the effort–reward imbalance (pay, recognition, fairness) is associated with emotional exhaustion. In the “demands–resources” framework, high demands (high workload, long hours, emotional labor, conflicts) are exhausting, lead to stress, and increase the risk of burnout, while resources (autonomy, support, rewards, development) fuel motivation and engagement.
Measuring burnout is traditionally based on self-assessment questionnaires that capture the degree of expression of key symptoms – exhaustion, cynicism (depersonalization), and reduced effectiveness in employees:
- Emotional exhaustion is the most obvious, a person with burnout feels chronically tired, without energy and motivation even for routine tasks. This exhaustion is often accompanied by sudden mood swings, irritability, hot-temperedness or even apathy. Many sufferers say that they “have no nerves” for anything, feel irritated by small things or, conversely, feel emotionally numb.
- The second component, cynicism or apathy , means that the person becomes alienated from work and others. People in burnout often become apathetic or negative towards colleagues and clients, and feel indifferent to the successes and problems of the workplace. A strong sense of cynicism also appears. For example, a teacher with burnout sees his students only as a tedious duty, or a doctor begins to think of his patients as "another number on a list." This alienation is a protective reaction of the psyche against excessive stress, but it leads to the destruction of empathy and social connections in the workplace.
- The final dimension, a sense of diminished personal effectiveness, is expressed in low self-esteem and a sense that “nothing makes sense.” Employees with burnout often feel like a failure, believing that they are achieving little, regardless of their efforts. This combination of emotional exhaustion and negative thinking has serious social consequences. Burnout sufferers often develop depressive symptoms such as feelings of emptiness, hopelessness, low self-esteem, and in some cases, clinical depression.
Effects of burnout
- One of the direct manifestations of work stress is the increase in sick leave and absences of employees from the workplace. Exhausted, "burned out" workers are more likely to be sick or take leave due to burnout, whether for physical or mental recovery. Any such absence reduces productivity and generates direct losses for the employer, who pays benefits or wages for these days without receiving a corresponding product from the work.
- Even when employees suffering from burnout are physically present at work, their levels of engagement and effectiveness are severely reduced. This phenomenon, known as “presenteeism” means that people work below their optimal capacity, make more mistakes, and do not put in creative energy, simply “pushing” through the workday.
- Burnout is contagious and can affect entire teams: a demotivated, cynical employee often lowers the morale of his or her colleagues, creating a toxic work atmosphere characterized by low overall morale, conflicts, and accusations at work. Thus, the burnout of individuals grows into an organizational problem.
- Burnout is one of the leading reasons why employees leave their jobs, which generates significant costs for businesses. This turnover, provoked by mental exhaustion, has a significant impact on businesses: the loss of personnel means the loss of accumulated experience and company know-how, disruption of teamwork and additional workload for the remaining staff who temporarily take over other people's tasks. But most of all, leaving leads to the need to recruit and train new employees, which is a slow and expensive process.
- Stress at work also has a direct impact on health costs – on companies themselves (when they provide private health insurance for employees or organize initiatives to prevent and address the problems), on public health systems, and on employees themselves. Chronic stress contributes to a number of serious health problems and thus increases the need for medical examinations, treatments and medications among the working population. In many cases, insurers and employers bear part of these costs through higher premiums and benefits, while the rest falls on public health systems. In addition to direct medical costs, there are other financial dimensions: in some countries, work-related stress can lead to the payment of unemployment benefits, disability benefits or early retirement due to illness.
- Burnout syndrome is not a clinical diagnosis of a medical illness in itself, but it is closely related to a number of mental disorders , most notably depression and anxiety. Burnout and depression often overlap – a burned-out person loses interest and motivation, experiences constant sadness or irritability, which is similar to a depressive state. WHO data indicate that as of 2019, about 15% of adults of working age suffer from some kind of mental disorder, with a significant proportion of these cases being related to or aggravated by work stress. In other words, burnout contributes to the global mental health crisis. In the most severe cases, burnout can lead to a “collapse” of the psyche such as the development of clinical depression or panic disorder, which makes a person temporarily or permanently unable to work.
- One of the characteristic social consequences of burnout is the serious disruption of personal life and relationships outside the workplace. When a person is chronically exhausted and stressed by work, they often have no energy for their family and loved ones. The emotional exhaustion of burnout manifests itself at home as withdrawal and lack of commitment.
According to a 2024 Boston Consulting Group (BCG) study, nearly half of the world’s workers (about 48%) reported feeling “burned out” at work, and a Workhuman survey found that in the U.S., about 80% of employees experience stress at work. A Gallup survey confirmed that 76% of employees surveyed experience burnout at least “sometimes” and are 63% more likely to take sick leave. In the U.S. alone, workplace stress is responsible for an estimated 120,000 deaths each year.
This widespread burnout has significant economic costs for businesses and society, as well as profound social consequences for the health, well-being and relationships of individuals. A study by the European Agency for Safety and Health at Work suggests that excessive stress at work costs European economies around €600 billion a year. In the United States, annual losses in productivity, absenteeism and health costs due to work-related stress are estimated at around $500 billion, according to the Harvard Business Review. A study by the World Economic Forum estimates that burnout costs businesses around the world over £255 billion a year, and a more recent report by human resources management consultants Workhuman suggests that burnout costs businesses around the world around $322 billion a year. Academic studies also confirm this figure: over $300 billion a year is lost globally due to reduced productivity, absenteeism, turnover and compensation costs associated with burnout. Chronic stress at work is not just a personal problem, but also a colossal economic burden on businesses and the economy as a whole.
How do companies combat burnout?
Burnout is becoming a serious challenge for employers around the world. Many businesses and organizations, especially large and innovative ones, are realizing the need to proactively protect the well-being of their employees in order to maintain their productivity, motivation, and loyalty.
- One of the main causes of burnout is chronic overload and a lack of work-life balance. This has prompted companies to introduce more flexible work schedules and more autonomy for employees in organizing their time. For example, a number of organizations are experimenting with a shortened work week . With the rapid adoption of remote work in recent years, the phenomenon of “videoconference fatigue” ( Zoom fatigue ). Constant virtual meetings, chats and emails have blurred the boundaries of the workday and contributed to the mental strain on employees. A number of responsible employers have begun to take steps to reduce this type of digital overstrain among their employees. One of them is the introduction of days without meetings or restrictions on communication during certain periods. Another effective approach is to limit the number of meetings and encourage alternative formats, and some companies are also experimenting with introducing “quiet hours” or slots without communication during working hours.
- Many organizations understand that employees need not only a flexible schedule during workdays, but also meaningful periods of rest . When the danger of Covid has passed, Some employers have taken unprecedented measures – closing the entire company for a period of time to ensure that everyone gets a break at the same time, without work piling up, and can recover from the accumulated tension and stress. In addition to whole weeks, some employers are also introducing additional one-time days off.
- In recent years, more and more companies have expanded employee well-being beyond physical health to actively include mental health. Psychological support and counseling programs ( Employee Assistance Programs (EAP) have become standard among large employers. Many offices have created “ relaxation zones ” – quiet rooms for meditation, napping, or simply taking a break from the work process. Training for managers and teams on the topic of burnout is also an important element.
- In addition, companies are increasingly paying attention to creating a culture of recognition – regular, sincere, and timely recognition of employees’ achievements and contributions. When people feel valued, the likelihood of burnout decreases significantly.
- Open communication is another cultural aspect that supports burnout prevention. When management recognizes that burnout is a real risk and encourages people to share without fear of stigma, employees are more likely to seek help sooner.
