HR Burnout

According to the international Mercer Global Talent Trends 2024 study, as many as 82% of employees are at risk of burnout. Dealing with this issue and all the consequences it can have for the workplace is one of the biggest challenges HR professionals face today. At the same time, those working in HR are by no means magically protected from burnout themselves. Quite the opposite: caught between employees’ expectations and the performance demands set by management, they may experience burnout sooner and more severely – especially when they are deeply committed to their work. HR burnout is a very real problem. It is still rarely talked about, but is becoming increasingly visible from the perspective of psychological practice. That is why workplace mental health strategies should also include support for those whose role is to support others.

Burnout affects both people and organisations

Although burnout had existed long before, it was not described and named until the 1970s. The first definition, developed by Herbert Freudenberger, described it as “a state of fatigue or frustration brought about by devotion to a cause, way of life, or relationship that failed to produce the expected reward.” Burnout was not then, and still is not, a term reserved exclusively for the world of work – relationship burnout, parental burnout, and burnout related to life more broadly are also recognised. However, burnout is discussed most often in the context of work. In its 2024 Global Human Capital Trends report, Deloitte identifies burnout as one of the greatest current threats to the stability of human capital. Its effects can be felt both at an individual level – through an increased risk of insomnia, depression and physical health problems – and at an organisational level, through higher rates of absenteeism, presenteeism and staff turnover. Recognising the scale of the problem, the World Health Organization included burnout in the International Classification of Diseases (ICD-11), which came into effect in 2022, as an occupational syndrome resulting from chronic workplace stress that has not been successfully managed.

Those who support others are particularly at risk

Burnout can affect anyone, but people whose work involves regular contact with others and emotional involvement in their problems are particularly at risk. The term compassion fatigue may sound surprising at first, but although compassion is positive and valuable, too much emotional strain can take its toll. Professions traditionally considered particularly vulnerable to burnout include doctors, nurses, paramedics, social workers, educators, psychologists and therapists. A few decades – or even a decade or so – ago, HR professionals would rarely have been included among the so-called “helping professions”, and managers certainly would not have been seen in this way. What mattered was organisational efficiency and the ubiquitous language of “challenges, KPIs, ASAPs and deadlines”. Today, the situation is very different. The working environment has changed, as have employees’ expectations of their employers. Organisations are no longer expected simply to pay salaries every month; they are also increasingly expected to play an active role in supporting employees’ mental health. Empathy and psychological safety have become important aspects of management. The work of HR teams and leaders increasingly involves supporting others, and with that comes a greater emotional burden.

For something to burn out, it first has to be on fire

There is a popular saying: “Do what you love, and you’ll never work a day in your life.” But does passion really guarantee that work will never become a source of stress, frustration or an unpleasant obligation? In reality, burnout often affects people who are deeply committed to what they do. Five stages of burnout have been identified. The first describes a state in which there are no apparent warning signs – in fact, most employers and employees would consider it highly desirable.

1. Honeymoon phase – this is when we approach work with enthusiasm and optimism, readily taking on tasks and additional projects. We feel productive, creative and engaged. We are happy with where we are and proud of what we have achieved.

2. Onset of stress – we begin to notice the first cracks in the ideal picture, but still try to maintain it. More difficult days, self-doubt and irritability begin to appear, and we work even harder in the hope that greater effort will put things right. Meanwhile, work begins to take up more and more space in our lives.

3. Chronic stress – difficult days become the norm rather than the exception. We feel frustrated, powerless and resentful. We have less energy, feel constantly tired and start putting things off. Small things throw us off balance. We react with cynicism and anger, which in turn damages our relationships.

4. Burnout – functioning as normal becomes increasingly difficult. We experience complete emotional and physical exhaustion, and coping with the demands of everyday life becomes a struggle. Feelings of self-doubt, emptiness and loneliness may emerge, along with a loss of hope that the situation will improve.

5. Habitual burnout – burnout becomes our new normal. The enthusiasm and optimism we once felt seem very distant. Rather than feeling motivated, we force ourselves to act or simply go through the motions. We withdraw and limit our contact with others because these interactions no longer bring us the enjoyment they once did.

Work used to be enjoyable, but now…

How is it that, despite our initial enthusiasm, we gradually slide into burnout until eventually we barely recognise ourselves? And is it even possible to remain in the professional “honeymoon phase” indefinitely? A certain degree of reality setting in is inevitable – much as it is in romantic relationships – but burnout can be avoided. Much depends on how quickly we take action. Even at the first stage, it is worth considering whether our commitment to work, on the one hand, and the attention we give to other needs and goals in life, on the other, remain in a healthy balance. At later stages, it is important to understand that the right response to the first signs of declining job satisfaction is not to increase our efforts to do more, faster, but rather to prioritise rest and set boundaries. Acting early is most effective, but even if we ignore the initial warning signs, others will follow – and there is an opportunity to make a change at every stage.

How is HR burnout different from burnout among other employees?

Burnout among HR professionals has similar symptoms to burnout experienced by other employees. These include exhaustion; feeling drained even after a relatively short period of activity; the “Sunday scaries”, or anxiety at the thought of the week ahead; difficulty concentrating; a sense that long hours and considerable effort are not translating into results; doubts about the meaning and purpose of one’s role; emotional detachment; cynicism and resentment towards colleagues and the organisation; withdrawing from collaboration and new initiatives; questioning one’s achievements and competence; sleep problems; physical symptoms; and a lack of motivation to maintain a healthy lifestyle.

So why is it worth addressing HR burnout specifically? Above all, because for several reasons it tends to remain more hidden:

• HR is seen as a function that provides support rather than needs it – and one that is always expected to rise to the occasion. In countless management meetings, when motivation needs to be boosted, a conflict resolved or difficult changes communicated, all eyes naturally turn to HR leaders.

• HR professionals themselves may also find it difficult to focus on their own needs. Even when the strain of dealing with other people’s problems leads them to seek psychological support, they may reproach themselves: “But this is what I’m here for.”

• The gap between the idealised image of the organisation and their work, and the reality they experience, is also something HR professionals may suppress because it feels incompatible with their role. After all, HR is expected to protect the organisation’s image and support employee morale – not complain or demotivate others.

• People in helping professions generally find it more difficult to raise the issue of reciprocity in relationships. It is natural that when we give a great deal of ourselves, we also want to feel that we receive interest and appreciation in return. Yet when someone whose very role is centred on supporting others expresses this need, it can be met with surprise or even be viewed negatively.

Factors contributing to HR burnout

Living and working in a volatile and uncertain world is demanding for most of us. According to Sage’s The Changing Face of HR in 2024 report, 91% of HR leaders say their professional role has changed significantly over the past five years. This transformation has involved, among other things, the shift to remote work during the pandemic, the return to offices and development of hybrid models, widespread restructuring, redundancies and cost-cutting in response to economic pressures, declining mental health across society, the waves of Great Resignation and quiet quitting, and the impact of technology – including technostress and concerns surrounding artificial intelligence. At the same time, organisational cultures have had to become more open to diversity and the challenges of multigenerational collaboration. Amid all these changes, HR acts as a bridge between employees and employers, navigating the expectations of both sides. Gartner research found that in 2023, 51% of HR leaders felt that demand for their support had increased compared with 2020. For 45%, managing conflicting expectations had become more difficult.

Help the helper

So who looks after HR? Dealing effectively with burnout naturally requires personal awareness and involvement, and there is a great deal we can do for ourselves. But support from the organisation is just as important. The “help the helper” approach – providing support for those who support others – is worth introducing and actively promoting. Asking for help can be difficult, while isolated interventions may only reinforce the impression that coping alone is the norm. An ongoing “help the helper” program, on the other hand, provides a reliable source of support and creates more opportunities for proactive rather than purely reactive action. It is worth talking openly about this need and making it part of the organisation’s wider mental health strategy. On aeroplanes, we are often reminded that in an emergency, we should put on our own oxygen mask before helping someone else with theirs. So if the initiative to introduce support for HR has to come from HR itself, it may help to think of it this way: you are simply putting on your own oxygen mask first.

How you can support yourself

If you are noticing signs of burnout or feel that you may be at risk:

• Review and assess your workload - are you regularly working beyond your contracted hours? Are you constantly catching up and carrying over a long to-do list? How much of your workload is planned, and how much arises unexpectedly? Consider whether your current pace is sustainable for the months or even years ahead.

• Watch out for perfectionism - are the standards you set yourself realistic? Do you find it difficult to accept that doing a “good enough” job really is enough? Do you feel compelled to exceed expectations every time?

• Consider the place your job occupies in your life - what are the chances of achieving important personal goals if you continue at your current pace? Does your job leave enough room for a healthy lifestyle? Are you repeatedly putting your own needs on hold, telling yourself: “I just need to finish this project”, “I’ll stay late today, but it’s an exception” or “Things are difficult now, but they’ll ease off soon”?

• Identify your main sources of stress - the same responsibilities can affect different people in very different ways. Could tasks be distributed differently within your team? Once you know what drains you most, you can consider what might be eliminated, which skills could help you cope better or… whether a change in perspective might make a difference.

• Communicate your challenges and needs  - do not try to play the superhero who is somehow immune to stress and exhaustion. This is not about complaining, but about being open about what you need. For example: “Last week’s performance reviews were particularly demanding. I need a meeting-free day.” It is always worth discussing workload with your manager, as this gives you a clearer picture of whether changes are possible and what those changes might look like.

• Develop assertiveness and set boundaries - assertiveness is not simply about saying “no”; it is about balancing different needs and priorities. For example: “I’m planning to complete A and B for project C now. I’ll be happy to take on task D from X onwards.” While staying mindful of what needs to be done, remember to take your own needs into account too. Being unable to say “no” may harm you first, but over time it will also have consequences for the organisation.

• Take an objective look at your expectations - perhaps you feel frustrated that your efforts go unnoticed, or that the reality of the organisation does not fully reflect its stated values. Try to assess the situation as objectively as possible. Which expectations are reasonable, and which may be overly idealistic? What can and do you want to change? What are you willing to accept, and what does not work for you?

• Build a strong network of relationships - invest in relationships both within and outside the workplace. Losing faith in others and becoming isolated can be both symptoms and drivers of worsening burnout. Strong relationships give us opportunities to share experiences, reduce stress and strengthen our sense of appreciation and belonging.

• Treat warning signs from your body as information- do not blame yourself for lacking energy or having back pain. Your body is not an obstacle preventing you from performing at 150 or 200 per cent. It is simply reminding you of the need for balance and self-care.

• Prioritise sleep, nutrition and physical activity - these are fundamental to both physical and mental health. They also underpin effectiveness, creativity, learning and our ability to build positive relationships.

• Learn techniques for managing stress - choose approaches that suit you and incorporate them into your daily routine. These might include breathing exercises, mindfulness, meditation, working with your thoughts, practising gratitude or journalling.

• Seek professional support - working with a psychologist, therapist or coach can help you identify and implement the changes you need. It can also provide practical guidance, an objective perspective and a source of support.

How your organisation can support you 

To prevent burnout or respond effectively when it occurs, your organisation can:

• Provide access to professional support - ideally, consultations with a psychologist, therapist or coach should be available whenever you need them. Professionals should understand the realities of large organisations as well as the particular pressures associated with HR roles. Even a single consultation can help settle difficult emotions or prepare you for a challenging conversation, while a series of sessions provides an opportunity to focus on a specific goal.

• Ensure confidentiality - working with a psychologist, therapist or coach requires openness and a sense of safety. Although the organisation may fund this support, it should not have access to what is discussed during sessions.

• Provide education and opportunities to develop relevant skills - greater awareness of the causes and consequences of burnout not only helps people manage it, but can also contribute to planning and organising responsibilities in a more people-friendly way. Education can also build resilience and strengthen relevant skills. Importantly, it should be ongoing rather than limited to a one-off event.

• Create a peer support and experience-sharing group - therapists receive supervision and have opportunities to discuss challenging cases with fellow professionals. Regular sessions for HR teams, facilitated by a psychologist, can serve a similar purpose. They can provide a safe space to share experiences, discuss particularly demanding situations and hear different perspectives, and can be organised within the company.

Work occupies a significant part of our lives, shapes our financial circumstances and creates growth opportunities. A role centred on supporting others can provide a strong sense of purpose and fulfilment. Under certain conditions, however, it can also become exhausting and frustrating, pushing us towards the limits of our emotional and physical capacity. We invite you to talk to us about how you can support people across your organisation – including those in HR. You can contact us at wspolpraca@lyrapolska.pl.