Burnout at work isn’t down to individual employees, it’s the inevitable result of how modern workplaces have been designed

Researchers from the University of Leicester and the Technical University of Denmark have pointed to the way organisations continue to be based on ideas from the 19th century and theories of industrial efficiency — in particular those of the US industrialist Frederick Winslow Taylor.

Taylor’s model focused on treating workers as components within an organisational machine that can be measured and optimised for performance.

As a result, the researchers suggest organisations are effectively using up people’s resources for productivity, in the same way industries have historically depleted natural resources. While HR is now far more focused on engagement and wellbeing, it has tended to overlook what happens when employees’ energy, motivation and relationships with colleagues are gradually exhausted.

Why workplace wellbeing strategies aren’t solving stress

Ongoing issues with stress and mental ill-health continue to highlight how HR has yet to find the right formula for workplace wellbeing, with major implications for insurance costs and employee benefits.

One explanation may be that the fundamental model of work itself is outdated.

Even as organisations invest more heavily in wellbeing initiatives, the underlying structure of many workplaces still prioritises output, efficiency and productivity over sustainability for people.

Younger workers want a different relationship with work

Evidence suggests employees — particularly younger generations — are increasingly questioning traditional ideas about success and work.

A study by Ernst & Young among 10,000 workers aged 18–34 found the most important indicator of success was physical and mental health (51%). By comparison, wealth ranked lower, at 42%.

Previous generations often accepted personal sacrifice at work in exchange for job security and long-term career progression. But many younger workers are no longer convinced that trade-off exists.

Generation Z’s expectations are reshaping workplaces

Generation Z workforce already accounts for around 27% of the global workforce and is expected to become the majority by 2035.

Many have seen first-hand how demanding working patterns have affected parents and relatives and want a different experience. Around 34% say they have deep fears about the future.

Burnout is a major concern, alongside worries about financial stability, home ownership and long-term security. As a result, many are less interested in staying with one employer long term and instead prioritise health, wellbeing and supportive workplaces.

Wellbeing is becoming a priority across all generations

Insights from employee assistance programmes (EAPs) show that wellbeing is increasingly a priority for workers of all ages.

People are looking for a healthier balance between the challenges of work and the rewards it provides. For employers and HR teams, this means workplace wellbeing can’t be treated as an add-on — it must form part of the foundation of how organisations operate.

Yet despite growing investment in wellbeing initiatives over the past decade, outcomes are not necessarily improving.

A ‘circular work’ model could help prevent burnout

As an alternative to traditional views of the ‘human resource’, academics in Leicester and Denmark propose shifting to a model inspired by the circular economy.

Their concept of “circular work” would stop employers viewing staff as a resource to be used up to meet short-term targets. Instead, it would deliberately build in opportunities for recovery and renewal — including rest, support and learning that help employees bounce back.

Under this approach, work becomes more sustainable and better suited to long-term growth rather than constant pressure and depletion.

Technology has changed work — but not how organisations think

Work itself has changed dramatically due to technology. Meetings happen faster, tasks are completed more quickly and expectations around productivity have intensified.

Now artificial intelligence is accelerating efficiency even further.

But attitudes toward people’s role within organisations may not have evolved at the same pace. In many cases, systems still treat employees like machines rather than considering whether work itself has become inhuman.

Why organisations must redesign work — not just add wellbeing programmes

Piecemeal wellbeing programmes, however innovative or accessible, cannot act as a sticking plaster for deeper organisational problems.

Instead, services such as EAPs — and the insights they provide about employee experiences — should feed into broader organisational strategies.

That means examining how work is designed, how roles are structured and what impact these have on wellbeing. Without addressing those root causes, burnout is likely to remain a persistent challenge for employers.

About the author:

Karl Bennett is Chair of the Employee Assistance Professionals Association (EAPA UK), www.eapa.org.uk

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