Why Wellbeing Needs to Be a Business Priority

07 May 2025
Dr Mothomang Diaho
8Min

Burnout is the New Silent Resignation: Why Wellbeing Needs to Be a Business Priority

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The year isn’t even halfway through, yet social media is already flooded with complaints about year-end fatigue. This growing trend signals the early onset of burnout — a workplace phenomenon we can no longer ignore.

In 2019, the World Health Organization officially recognised burnout as a syndrome caused by chronic, unmanaged workplace stress. It’s characterised by three key symptoms: energy depletion or exhaustion, mental distance or cynicism towards one’s job, and a reduced sense of professional efficacy. Although not classified as a medical condition, burnout is now acknowledged as an occupational hazard — one that’s becoming increasingly prevalent.

A recent study by HR consultancy, Mercer, found that 82% of employees feel at risk of burnout. Even more concerning is that only half of workplaces are designed with wellbeing in mind. As a wellness advocate, I believe self-care must be recognised as a vital form of professional support — not just for individuals, but as a fundamental element of organisational design.

Connection, Stress, and the New Burnout Pandemic

While the flexibility of modern work — whether remote, hybrid or in-office — has brought many benefits, the aftermath of the COVID-19 pandemic has surfaced a sobering truth: burnout is a growing crisis across all work environments. Employees are feeling the strain of prolonged uncertainty, blurred boundaries between personal and professional life, and a sustained lack of meaningful connection.

As with Maslow’s hierarchy of needs, longevity and wellness are grounded in foundational human connection. Maslow emphasised the three things that ground people in the workplace: being seen, heard, and having a sense of belonging. When employees experience negativity, exclusion, or a sense of being undervalued, they are more likely to disengage. This quiet withdrawal is often one of the first signs of burnout.

Blue Zones — regions of the world where people consistently live longer than average, often surpassing 100 years of age — offer further insight. Researchers have identified nine key factors that contribute to this remarkable longevity, four of which centre around human connection. But it’s not merely about being surrounded by others — the quality of those interactions is what truly matters.

This loss of social connection, combined with rising living costs and stagnant wages, creates a workforce grappling with both emotional fatigue and financial anxiety. According to Mercer, financial stress became the top driver of burnout risk in 2024, cited by 43% of employees.

Burnout Hits Women Harder — and Here’s Why

Women in the workplace face an even greater risk. Societal structures and gender norms play a major role in exacerbating stress levels for women professionals.

The 2024 Deloitte Women at Work study found that while women reported slightly less burnout than the previous year, 50% still said they felt more stressed. A sharp rise in domestic responsibilities was a major contributor. Nearly 60% of women living with a partner said they were also responsible for caring for another adult — up from 44% in 2023. Among women living with a partner and children, 88% reported bearing the bulk of household duties.

Even when women are the primary earners, 48% say they shoulder the main responsibility for childcare, and 43% manage household finances — compared to just 19% who say this falls to their partners.

The study also showed that women who regularly work beyond their contracted hours struggle to disconnect, leading to poorer mental and physical well-being. They report lower levels of workplace support for health challenges and increasing concern about the loss of flexibility as companies revert to pre-COVID norms.

A Multi-Layered Response to a Complex Issue

Burnout cannot be solved with surface-level interventions. Organisations must take a multi-pronged approach that includes both individual and systemic solutions.

Jennifer Moss, in her recent book The Burnout Epidemic: The Rise of Chronic Stress and How We Can Fix It, suggests that we tend to think of burnout as a problem we can solve with self-care: more yoga, better breathing techniques, and increased resilience. But evidence is mounting that applying personal, Band-Aid solutions to an epic and rapidly evolving workplace phenomenon isn’t enough — in fact, it’s not even close. If we’re going to solve this problem, organisations must take the lead in developing anti-burnout strategies that move beyond apps, wellness programmes, and perks.

As the pandemic has shown, self-care is important, but it is not a cure-all for burnout. Employers need to do more. This might include:

Adequate staffing to prevent overload
Paid time off and uninterrupted lunch breaks
Peer support and open discussion forums
Encouraging employees to cultivate interests outside of work

Bringing the Blue Zone to Work

If you’re experiencing burnout, consider integrating Blue Zone principles into your daily life. These include:

Moving naturally throughout the day rather than engaging in forced exercise
Finding a strong sense of purpose
Managing stress by intentionally slowing down
Following a healthy diet and eating until you’re 80% full
Building human connection: spend time with friends, join clubs, and prioritise relationships

Spotting the Signs and Supporting Your Team

When a normally enthusiastic team member goes quiet in meetings or stops celebrating their wins, don’t ignore it. These subtle changes may signal the onset of burnout. Offer a mental health or self-care day — time to disengage, reset, and refill their cup. The return on that investment may just be the renewed energy your organisation needs.

A new book on burnout by Kandi Wiens—Burnout Immunity: How Building Emotional Intelligence Can Help You Build Resilience and Heal Your Relationship with Work — offers another perspective, focusing on how emotional intelligence can help manage stress and prevent burnout altogether.

Conclusion

Burnout is no longer a personal failing or a passing trend — it is a systemic issue demanding an organisational response. Businesses that prioritise wellbeing as a strategic imperative, rather than a box-ticking exercise, will not only retain talent but unlock the full potential of their people. In an age where energy and engagement are fast becoming a company’s greatest assets, the real competitive edge lies in creating workplaces where people can truly thrive.

Dr Mothomang Diaho, Stellenbosch Business School Executive Development Faculty Member | Women in Leadership Programme

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