Healing workplaces: Addressing the silent epidemic of burnout through culture transformation

86% of employees globally are identified as either struggling or suffering concerning their mental health and well-being, and India reflects this trend with alarming increases in workplace distress. Research reveals that 40% of Indian employees frequently face burnout, while 38% report experiencing moderate levels of distress. Moreover, a notable number of employees express dissatisfaction with their jobs, with many contemplating leaving their current positions.

Yes, we find ourselves entrenched in a fast-paced work environment characterised by tight deadlines and the expectation of constant connectivity. But, the most troubling aspect is that workplace burnout has transformed from a marginal issue into a silent epidemic. Once perceived as a natural consequence of ambition, it has escalated into a critical issue with extensive implications for productivity, employee well-being, and even lives. Burnout is not merely about fatigue; it reflects a persistent state of physical, emotional, and mental exhaustion triggered by excessive and prolonged stress.

To tackle this urgent concern, we recently held a People Matters Big Questions session featuring Mohan Kumar, Director of Talent Acquisition at Intuit, and Ariz Rizvi, Head of Health Risk Management at Aon. We explored how organisations can foster cultures that promote healing rather than contribute to this pervasive issue.

As Mohan Kumar rightfully noted, “Burnout is a complex problem. It’s not something that organisations can solve by simply implementing a new policy or launching a wellness program. It requires a holistic approach that examines the entire work culture and how it either supports or undermines its employees.”

Understanding the root of workplace burnout

Before diving into solutions, it's essential to first understand what workplace burnout truly is and why it has become so widespread. According to the World Health Organisation (WHO), burnout is characterised by three primary dimensions:

• Emotional Exhaustion: Employees feel drained and depleted of emotional resources.
• Depersonalisation: Workers develop a negative or indifferent attitude towards their job, often feeling detached.
• Reduced Personal Accomplishment: There’s a growing sense of ineffectiveness and lack of achievement at work.

Mohan Kumar pointed out that many organisations fail to identify burnout in its early stages because they lack a clear definition of what “excessive” means in the context of work. "One thing that jumps out is the need to clarify what excessive means—whether it’s excessive work hours or the emotional toll that work takes. We need to be able to define and quantify these aspects," said Kumar. Without this clarity, organisations may push employees past their breaking points under the guise of maintaining productivity.

While workload and stress are the most immediate causes of burnout, there are deeper cultural factors at play. Rizvi highlighted presenteeism as one of these contributors, explaining that simply being physically present doesn’t equate to being mentally or emotionally engaged. "Presenteeism is not just about being at your desk; it's about being mentally and emotionally present. The fear of job insecurity, the constant pressure to be visible—these create environments where employees are afraid to take time off, even if they’re overwhelmed," said Rizvi.

This culture of visibility, where employees are expected to constantly be “on” and available, has only intensified with the advent of remote work. As Rizvi noted, “Even with the flexibility of working from home, the pressure remains. Employees feel that if they disconnect, their jobs could be at risk.”

Moreover, Rizvi emphasised the stigma around mental health that still exists in many organisations. Employees may hesitate to voice concerns about their well-being due to fears of being perceived as weak or uncommitted. This reluctance to address mental health openly can perpetuate burnout, as workers choose to push through their struggles rather than seek help.

The role of leadership in healing cultures

Addressing burnout and building healthier workplace cultures requires strong leadership. Both Kumar and Rizvi agree that the role of leadership is pivotal, not just in setting the tone but in actively participating in the creation of supportive, healing environments.

"Leaders need to move from a mindset of visibility to one of genuine productivity," said Kumar. "It’s not about how long someone is sitting at their desk, but about the value they’re delivering and how sustainable their performance is." This shift in focus from hours worked to output achieved can help alleviate some of the pressure employees feel to always be present.

Rizvi added that middle management plays a critical role in translating leadership’s vision into daily practices. "Often, senior leadership is committed to well-being initiatives, but these can fail if middle managers aren’t on board. They are the ones who deal directly with employees on a day-to-day basis, and they need to be involved in shaping and implementing wellness strategies," he said.

Rizvi further emphasised the importance of clear communication and expectations between managers and employees. When everyone has a shared understanding of what success looks like and what is expected of them, it creates a more supportive environment that values open dialogue and well-being over pure performance metrics.

Strategies for building cultures that heal

Organisations cannot simply pay lip service to employee well-being and expect to combat burnout. There needs to be a comprehensive and strategic approach to building a culture that heals. Here are key strategies based on insights from both Kumar and Rizvi.

1. Clarify and customise productivity metrics

One of the first steps in addressing burnout is redefining how organizations measure productivity. According to Kumar, “Organizations need to better define the ingredients of a job and how those ingredients relate to productivity.” 

The days of relying solely on time stamps and hours logged are over. Instead, companies should adopt more nuanced metrics that take into account both qualitative and quantitative performance. For example, an employee may produce fewer deliverables in a week, but the quality of their work or the long-term impact of their contributions may be more valuable.

2. Promote a culture of flexibility and well-being

Kumar highlighted the importance of creating a workplace culture that promotes flexibility and well-being. “Organisations need to go beyond just offering yoga classes or wellness programs. These are helpful, but they don't address the root causes of burnout. We need to co-create solutions with our employees that fit our unique work environments," said Kumar.

This means allowing for flexible work hours, providing mental health days, and ensuring that employees have access to the resources they need to manage stress. Additionally, it involves making it clear that taking time for personal well-being is not just allowed but encouraged.

3. Tackle the stigma around mental health

Rizvi pointed out that organisations must work to normalise mental health discussions. “The stigma around mental health is one of the biggest barriers to building healthier cultures. Employees need to feel comfortable sharing their struggles without fear of repercussions,” he said. This can be achieved through awareness campaigns, leadership modeling vulnerability, and creating safe spaces where employees can discuss mental health openly.

4. Leverage AI and technology to reduce workload

In an age where artificial intelligence (AI) and technology are becoming increasingly integrated into workplaces, organisations can leverage these tools to ease the workload and reduce burnout. Rizvi noted that while AI is a buzzword, its implementation is still lacking in many organizations. “AI has the potential to revolutionise the workplace and reduce burnout, but there are still gaps in how it’s integrated into workflows,” he said.

However, he cautioned that AI needs to be implemented thoughtfully and strategically. It’s not just about offloading tasks to machines but about ensuring that AI is used in a way that complements human work and doesn’t add more stress. "AI is data-dependent. If the data isn’t clean or the tools aren’t properly customised, it can lead to inefficiencies that only exacerbate the problem," Rizvi explained.

5. Empower employees through ownership and growth

Rizvi also emphasized the need for organisations to foster a culture of ownership and personal development. “When employees feel empowered to take control of their own growth and development, it fosters a sense of value and well-being. They are more likely to prioritise their health and less likely to experience burnout,” he said.

Leadership can support this by offering learning and development opportunities, encouraging employees to set their own goals, and creating pathways for career growth that don’t rely solely on upward mobility but also include lateral moves or skills development.

Learning from global legislation: The Right to Disconnect

A noteworthy example of how governments are addressing the issue of burnout is the Right to Disconnect legislation recently introduced in Australia. This law allows employees to refuse to engage in work-related communications outside of their contracted working hours. Rizvi believes this type of legislation is an important step toward reducing burnout, but it must be implemented thoughtfully to ensure it doesn’t create new challenges.

"Legislation like the Right to Disconnect is crucial, but it’s also about finding a balance. Organisations need to ensure that this doesn’t just become a compliance checkbox but is actually integrated into their culture. It’s about ensuring that employees feel empowered to truly disconnect without fear of repercussions,” Rizvi explained.

The conversation around workplace burnout is no longer optional. As more organisations begin to recognise the devastating effects of burnout on both individuals and business outcomes, it’s clear that a cultural shift is needed. Organisations must go beyond reactive strategies like wellness programs and focus on proactive measures that tackle the root causes of burnout.

As Mohan Kumar summarised, “There’s no one-size-fits-all solution. Each organisation needs to co-create solutions that fit their specific context, while continuously assessing and improving them.”

Ultimately, building a culture that heals is not a one-time initiative but an ongoing process of prioritising well-being, fostering open communication, and continuously adapting to the evolving needs of the workforce. By doing so, organisations can not only prevent burnout but create environments where employees thrive.

To learn more from leaders about some of the burning questions in today’s world of work, stay tuned to People Matters' Big Question series on LinkedIn.