At PRSA’s #Impact25 corporate communications conference, one topic kept surfacing across sessions: employee burnout. And not just the kind of burnout a long weekend can fix. We’re talking real, persistent, widespread employee burnout that’s translating into millions of business dollars.
The topic sparked a few interesting hallway conversations, which made me curious to dig in…
As Felicia Joy and Chuck Gose, my fellow employee comms expert panelists, pointed out, the term “burnout” can mean different things to different folks. But one thing is clear: employees are feeling tremendous pressure these days, and recent survey data backs this up:
- 77% of workers say they’re feeling burned out in their current roles (Deloitte’s 2025 Global Human Capital Trends Report)
- 82% of employees report experiencing burnout (DHR Global’s 2025 Global Workplace Trend Report)
- Mentions of burnout in Glassdoor reviews jumped 32% year over year in Q1 2025 (Glassdoor, April 2025)
- Nearly half of survey respondents said life felt easier during the COVID pandemic than it does now (Modern Health Workforce Mental Health Crisis of 2025)
Let that sink in… Easier during a global pandemic!
So why now?
Burnout isn’t new, but in recent months, employees globally have been in a perfect storm. Organizations are quickly reacting and responding to significant economic and geopolitical shifts. Post-pandemic, teams are leaner and budgets are scarcer, while expectations are increasing–and the pace isn’t letting up. Technology has made it easier than ever to create, share and analyze content and data, but it’s also raised the bar for employee speed and output.
And burnout is costing companies real dollars. Recent research from The American Journal of Preventive Medicine suggests that burned out non-managers can cost companies an average of $4k per employee per year, while burned out executives can cost companies upwards of $20k per employee annually.
Where do communicators come in?
Employee communicators and HR pros are on the front lines of these conversations, and while communicators aren’t officially on the hook to “fix” employee burnout, we’re being held accountable for driving metrics that are directly impacted by burnout, including employee engagement, trust, pride, and retention.
Here’s where I think we can help:
- Define it. Partner with your HR team to define burnout and share examples of what it can look like.
- Name it. Don’t shy away from calling it out. It’s not going away, so better to address it.
- Contextualize it. Share why some folks may be experiencing this pressure more than others, and acknowledge that work isn’t the only burnout driver, with life events and other personal experiences potentially contributing to the cause.
- Support people managers. While individual wellbeing is not a manager’s issue to own, managers tend to be impacted the most by disengaged team members. Make sure your managers know where to refer team members for company resources and how to have productive conversations with folks who are demonstrating burnout behavior.
And don’t forget yourself
Let’s face it…communicators aren’t immune. From policy and org changes to crisis comms to leadership messaging, we’re all feeling the pressure…and it’s not letting up anytime soon. We need to put our own oxygen masks on first, before we can help others.
If you’re experiencing burnout symptoms, it’s important to understand, acknowledge, and address them so you can confidently lead your team–and your company–through turbulent times.
Let’s keep the conversation going—drop your thoughts below or tag me on LinkedIn.
With more than two decades of communications experience spanning agencies, Fortune-100 organizations, non-profits and academia, Kristi Hinck Mills brings her passion for communications to CommsLede Consulting, where she delivers strategic communication solutions and executive coaching for her clients. Visit the CommsLede blog for more tips.
