The State of Workplace Burnout 2024
Despite increased focus on employee wellbeing, burnout persists. However, burnout is not an inevitable outcome of work.
At Infinite Potential, we believe in a future where work fuels us, not consumes us. We are excited to present The State of Workplace Burnout 2024 report.
The Changing Landscape of Work
Work is no longer working
The work landscape has dramatically shifted in recent years. The aftermath of the pandemic has left people revaluating priorities, seeking not just a pay check, but stability, purpose, and a work environment that prioritises wellbeing.
Chronic workplace stress has become the narrative of modern life
The normalisation of chronic workplace stress is prevalent and pernicious. Despite the abundant evidence of the damage it causes, we ignore the inherent unsustainability of this model of work, as well as its exploitative and corrosive impact on individuals, organisations, and entire communities. We are accepting the unacceptable, all the while burning ourselves and each other out.
How to Use this Report
Digest
Discuss
Discuss
Explore the data and findings set out in this report. Understand the impact of burnout for you and your team.
Discuss
Discuss
Discuss
Talk to your team and other colleagues about the report. Share these insights with your team and identify possible causes of chronic stress that impact your workplace.
Design
Discuss
Design
Co-create ways of reducing the causes of chronic stress in your team. Identify team-wide changes that can help. Start small and build.
Do
Discuss
Design
Implement the changes for an agreed test period. Review and reiterate as necessary.
Headlines
1. Burnout may be plateauing
2. Burnout is increasing for women and decreasing for men
2. Burnout is increasing for women and decreasing for men
The past three years have seen a steady growth in workplace burnout rates, but it seems to have stablished at 38% this year (same as previous year) with individual perception of wellbeing also staying the same.
2. Burnout is increasing for women and decreasing for men
2. Burnout is increasing for women and decreasing for men
2. Burnout is increasing for women and decreasing for men
The rate of women experiencing burnout has grown to 42% (38% last year) while the rate of men experiencing burnout has decreased to 30% (33% last year).
3. There is a perception gap about employee wellbeing
2. Burnout is increasing for women and decreasing for men
3. There is a perception gap about employee wellbeing
There is a wellbeing perception gap with 68% of managers saying their people’s wellbeing is the same or better compared to 12 months ago. Meanwhile, 45% of participants say their wellbeing is worse in the same period.
4. Shorter work week, greater impact
5. Hybrid work is better for employee wellbeing and quality of work
3. There is a perception gap about employee wellbeing
People working less than 40 hours show significantly higher rates of engagement and overall wellbeing – and lower psychosocial risk and rates of burnout – compared to those working 40+ hours.
5. Hybrid work is better for employee wellbeing and quality of work
5. Hybrid work is better for employee wellbeing and quality of work
5. Hybrid work is better for employee wellbeing and quality of work
People in a hybrid work arrangement (2-3 days per week in the workplace) reports the highest levels of wellbeing and quality of work compared with those working mostly from home or the office.
6. Workplace burnout can breed loneliness
5. Hybrid work is better for employee wellbeing and quality of work
5. Hybrid work is better for employee wellbeing and quality of work
People who are experiencing burnout are 2x more likely to also suffer from loneliness than those not in burnout.
Let's Build a Better Workplace
Here's How to Get Stated:
- Build a case for change in your organisation and cultivate senior leadership buy-in.
- Share the vision at the team and organisational level. Decide on first steps to be start on the journey and aim for small steps and easy wins to build confidence.
- Use metrics to measure progress and iterate accordingly.
- Make the process collaborative. Involve people in the journey to identifying, designing and iterating better ways of working.
- Get expert support on shifting to reduced working hours, assessing organisational structures, building human leadership or tackling other larger challenges.
Contact Us
Together, we can create a better workplace.
