How to Reduce Employee Burnout (Without Just Telling People to “Be More Resilient”)

Burnout is not new.

But when you look at the past six years, global disruption, hybrid working, constant change, digital overload, tighter margins and leaner teams, is it any surprise that burnout at work remains one of the biggest challenges organisations face?

Research reinforces this. PwC’s 2024 Workforce Hopes and Fears survey highlights workload pressure and ongoing change as key drivers of employee dissatisfaction and intent to leave.

Sustained strain is not just a wellbeing issue. It is a retention and performance issue.

This is not simply a wellbeing conversation. It is about leadership, culture and performance.

Which brings us to the real question: how to reduce employee burnout in a way that actually works.

Knowing how to reduce employee burnout is no longer optional. It is a leadership capability.

What is employee burnout?

The World Health Organization defines burnout as an occupational phenomenon resulting from chronic workplace stress that has not been successfully managed.

It is characterised by:

Burnout at work is not simply being tired. It is sustained pressure without clarity, autonomy or recovery.

Understanding what employee burnout is is the first step in learning how to reduce employee burnout effectively.

What are the signs of burnout at work?

If you want to reduce employee burnout, you must recognise the signs of burnout at work early.

Common signs of employee burnout include:

For managers, signs of burnout at work can look like:

Knowing how to deal with employee burnout starts with spotting these patterns before performance declines.

What are the causes of employee burnout?

You cannot reduce employee burnout without understanding the causes.

Burnout at work is rarely about a single busy week. It is usually structural.

Common causes of employee burnout include:

Deloitte’s 2024 Global Human Capital Trends report emphasises the importance of sustainable performance and human sustainability in organisations.

McKinsey’s 2025 workplace research also highlights that burnout levels remain broadly consistent across remote, hybrid and in-person models, suggesting the issue is work design, not location.

If you are serious about how to prevent employee burnout, you must address the root causes, not just the symptoms.

The cost and effects of employee burnout

The cost of employee burnout is significant.

The effects include:

Burnout at work impacts performance and retention. That is why managing burnout in the workplace is now a strategic priority.

If organisations want to reduce employee burnout, they must treat it as a commercial issue, not just a wellbeing initiative.

Do individual wellbeing interventions help?

A large UK study published in 2024 analysed data from over 46,000 workers across 233 organisations. It examined participation in interventions such as mindfulness, resilience training and wellbeing apps.

The study found that when working conditions remained unchanged, individual-level interventions alone did not reliably improve wellbeing outcomes.

That does not mean coaching and resilience tools do not help.

It means they cannot compensate for structural overload.

When we launched in 2015, we were one of the first dedicated workplace wellbeing companies. We delivered yoga, resilience workshops and mindset tools. And they worked. People felt calmer and more capable.

But we also learned something important.

You cannot out-yoga a bad boss.

You cannot meditate your way through chronic overload.

If workloads remain unrealistic and expectations remain unclear, employee burnout will return.

That insight shaped our evolution.

We pivoted from purely bottom-up wellbeing support to leadership and manager development, because manager behaviour shapes team experience. Work design shapes pressure. Clarity shapes stress levels.

If you truly want to reduce employee burnout sustainably, you need:

And you still need individual support.

Coaching strengthens judgement.

Tools build emotional regulation.

Group sessions normalise shared pressure during high-stakes moments such as pitching.

Burnout is not solved top-down or bottom-up.

It reduces when leadership capability and individual tools work together.

That is the holistic approach.

How to reduce employee burnout in practice

Think in three connected layers:

1. Reduce structural drivers of burnout at work

Start with:

This is how to reduce burnout in the workplace at source.

2. Invest in burnout training for managers

Managers shape the experience of burnout at work.

Burnout training for managers should focus on:

If managers do not know how to deal with employee burnout, it will persist.

Learning how to manage burnout at team level is one of the most powerful ways to reduce burnout organisation-wide.

3. Support individuals dealing with burnout

Dealing with stress and burnout in the workplace requires individual support, too.

This includes:

Coaching strengthens judgement and emotional capability. It is a critical part of burnout and stress management.

But it works best alongside structural change.

Reducing employee burnout takes leadership and support

We work with ambitious organisations to help their people managers develop the skills that genuinely reduce burnout, while also supporting employees with their day-to-day challenges.

We build manager capability around:

And we support individuals directly through therapeutic 1:1 sessions and targeted resilience workshops, including sessions on resilience during high-stakes periods.

It is neither top-down or bottom-up.

It is both.

Because you cannot out-yoga a bad boss.

But you also cannot expect managers to lead brilliantly without training and support.

When leadership capability and individual resilience work together, burnout at work reduces and performance strengthens.

If something like this is of interest to you, get in touch and book a call. We would love to explore how we can help you reduce employee burnout in a way that actually lasts.

Cate Murden is the Founder and CEO of PUSH, which she started in 2014 after a successful career in media and her own experience of burnout. She’s trained in Executive Coaching with The Coaching Academy and The Neuroleadership Institute, and is currently completing her psychotherapy training at The Psychosynthesis Trust. Through PUSH, Cate delivers training sessions and programmes for future leaders and teams, while the wider PUSH team continues to deliver exceptional wellbeing and mental health training through its expert coach associates.