Academic warns midnight emails from leaders may undermine wellbeing programs aimed at reducing burnout
Burnout isn’t a new phenomenon, but its moving to the forefront of workplace concerns as organisations recognise the impact it has on employee well-being and productivity and the need to address the underlying causes.
Described as “alarming,” research conducted by Robert Half found about 80% of full-time Australian office workers reported experiencing some level of burnout in the past year.
Findings also show more than 85% of Generation Z (Gen Z) workers reported symptoms of burnout in 2024.
“The consequences of companies working with lean teams, the pandemic, economic uncertainty, and lack of job security have all contributed to this burnout epidemic,” Nicole Gorton, Director at Robert Half, said.
HRD spoke with Chad Chiu, Associate Professor in leadership at the University of Queensland (UQ) Business School, who noted that burnout is something HR leaders can no longer afford to overlook.
“We often see productivity go up, but burnout follows suit. That’s because while job demands increase, the resources available to support employees often don’t rise to meet them,” he said.
“Support can come in several ways – whether that be technology upgrades or support from line managers. Good role models ensure a positive culture.”
How to deal with burnout in the workplace
One critical strategy Chiu advocates is job redesign. Colleague Dr. Caroline Knight, also from UQ Business School, has led research into work interventions aimed at reshaping roles to reduce stress. These initiatives, Chiu outlined, focus on giving employees more control.
“[Autonomy] is crucial. When people feel they have agency over their work, it builds the psychological and cognitive resources needed to cope with pressure,” he noted.
But effective job design is only part of the solution. Chiu warned that misalignment between company policy and managerial behaviour can undermine even the best-intentioned wellbeing programs.
“Companies might offer meditation sessions or flexible hours, but if a boss is sending emails at midnight or constantly working overtime, it sends a very different message.”
Management’s involvement in reducing burnout
According to Chiu’s own research, line managers play a pivotal role in shaping burnout outcomes. Too often, he outlined, managers unintentionally sabotage wellbeing strategies by modelling the wrong behaviour.
“Employees look to their managers to make sense of what’s really expected. If that example is toxic, the policy won’t matter,” Chiu added.
The disconnect between policy and practice creates what Chiu called an “implementation gap” – and contributes to eroding trust and fostering a culture of presenteeism, where staff feel obligated to be visibly working when disengaged or mentally drained.
Burnout doesn’t just sap productivity; it spills over into employees’ personal lives and can cause long-term organizational damage.
Chiu pointed to the fact that exhausted employees often carry their stress home, affecting family life and relationships. For managers, the stakes are even higher.
“Burned-out leaders can become abusive supervisors—not because they want to be, but because they’re trying to cope with their own exhaustion. This has cascading effects on teams and business culture.”
Implementing change to reduce burnout
For HR leaders aiming to build sustainable, high-performing teams, tackling burnout must be a strategic priority.
“Business success isn’t about hitting one big goal—it’s about long-term effectiveness,” Chiu emphasized.
“You can push people to perform in the short term, but if you don’t manage burnout, the system breaks down. People will protect themselves—either by disengaging or becoming counterproductive.”
As organizations brace for the future of work, the message is clear: addressing burnout isn’t just about wellbeing—it’s about sustainability. That starts not with flashy perks, but with authentic leadership, smarter job design, and a culture that lives up to its values.
