Burnout. It’s an issue that’s been on the workplace radar for a while. Back in 2019 the World Health Organisation identified it as an occupational phenomena. And in 2021, author Jennifer Moss told us that burnout had reached epidemic proportions. Yet, in 2024, the chronic stress that leads to burnout is still rife.
New research from productivity and performance coaching provider Avilio has found that one-in-four (24%) UK employees have taken time off work in the past 12 months due to stress. Furthermore, a third (34%) of workers have experienced burnout over the same period. Of those who are managers, 38% say they are stressed on a day-to-day basis in their professional lives.
These insights emerged from an independent, nationally represented survey, commissioned by Avilio and conducted with 1284 UK workers, 739 of whom are in management positions.
Mind the gap
When managers were questioned about their employers’ response to employee wellbeing, 58% say their organisation has initiatives in place to monitor and improve employees’ wellbeing. A similar number (61%) believe that their organisation cares about their stress and emotional wellbeing.
Yet at the same time, nearly three-in-ten (28%) employees say they are likely to change jobs between now and the end of 2025.
Philippe Masson, CEO of Avilio, said: “Clearly, there’s a disconnect between the wellbeing initiatives in place and the actual needs of employees. Even though many feel their organisation cares about their stress and emotional wellbeing, rampantly high levels of stress and burnout suggest that current efforts are just not enough – it’s time for employers to change that.
“True support should go beyond awareness and tick-box policies. It requires consistent, proactive, evidence-based solutions that effectively reduce stress and foster a healthier workplace. Such a significant proportion of workers taking time off consistently has clear financial implications for businesses and without robust solutions in place, they will continue paying the price. In addition, they risk losing out on top talent – and with so many looking to leave their jobs, it’s clear that retention should be a top priority.
“Greater levels of support to reduce stress and burnout would strengthen both employee wellbeing and staff retention rates. After all, a healthy and well-functioning workforce cannot be built on good intentions alone, but instead forged through meaningful policies that truly meet employees’ needs.”
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