As we navigate a post-pandemic world, a worrying trend is reemerging; employees bearing the brunt of reduced people functions. This mirrors a phenomenon we saw just after COVID-19 when redundancies and structural changes left teams stretched to their limits, often performing the work of more than one full-time equivalent. And now, it’s creeping back into workplaces.
The conversations we’re having with clients and candidates are sounding alarm bells. Many are sharing firsthand experiences of increased workloads, mounting stress, and the looming fear of further redundancies.
While the job market remains buoyant for now, we’re already seeing subtle but significant shifts. Some organisations are struggling to attract the calibre of candidates they expected from their recruitment processes, that they may have attracted just three months ago. This suggests that employers who are relying on being able to easily replace talent may face a harsh reality come the new year.
When redundancies or restructures occur, the ripple effects are far-reaching. Workloads spike, stress levels rise, and for those who remain, the fear of future layoffs looms large. These remaining employees often find themselves caught between increased responsibilities and uncertainty, working harder than ever to pick up the slack while wondering if they might be next. It’s a perfect storm for burnout, and its return is not just a possibility—it’s already happening.
The cost of burnout is significant, both for individuals and organisations. Prolonged stress impacts mental and physical well-being, leading to disengagement, declining productivity, and, ultimately, turnover. High-performing, valued staff aren’t immune to this. They may leave not because they’ve lost loyalty or interest, but because they’re prioritising their well-being—something every employer should want them to do. The irony? In trying to hold the organisation together, you risk losing the very talent keeping it afloat.
This is where leadership must step up. Employers should not only recognize the signs of burnout, but also take decisive action to address it. Here are some strategies to consider:
- Regular Check-Ins: Stay in touch with the sentiment of your team through open, honest conversations. Ask the questions that matter: Are they coping? Are expectations realistic? What support do they need?
- Redistribute Workloads: When some employees are overloaded, step back and look at the bigger picture. Are there ways to redistribute tasks, reprioritise projects, or even pause non-urgent work?
- Support Mental Health: Providing access to mental health resources is a great start, but it’s not enough. Actively promote their use and foster a culture where seeking help is seen as a strength, not a weakness.
- Recognise and Reward: Acknowledge the extraordinary effort your team is putting in. Whether it’s a simple “thank you”, a shoutout in a meeting, or a small token of appreciation, recognition goes a long way in boosting morale. Be specific though—it’s nice to tell someone they did a great job, but what did they do? What did you see? That shows true recognition!
- Communicate with Clarity: Uncertainty fuels stress. Be transparent about organisational changes, timelines, and future plans. Even if the news isn’t ideal, clarity reduces speculation and fosters trust.
It’s also important to remember that burnout doesn’t just affect individuals—it’s contagious. One overburdened employee can impact team dynamics, morale, and overall organisational culture. This is why addressing it isn’t just about protecting individuals; it’s about safeguarding the health of the entire business.
Valued teams are the heart of any successful organisation. They’re the ones driving innovation, meeting challenges head-on, and going the extra mile. As leaders, it’s our responsibility to ensure they’re not just surviving but thriving—even during challenging times. Watching for signs of burnout and taking proactive steps to support our people isn’t just good leadership; it’s essential for retaining the talent that keeps our businesses moving forward.
For organisations that think they can simply replace overworked or burned-out staff, be warned: the market is shifting. As hiring becomes more challenging and top talent becomes harder to secure, you might find yourself sorely disappointed when your recruitment processes don’t yield the results you expect.
The cost of inaction is too high. Let’s not wait for burnout to rear its ugly head again before we act.
This is a conversation we all need to have. If you’re seeing similar challenges in your workplace or have strategies that are working, I’d love to hear your thoughts. How are you supporting your teams during times of change?