REWARD
Danny Done, Managing Director, Portfolio Payroll, explains how employers can support staff experiencing burnout, and what to look out for
I n an ideal world, nobody would suffer from burnout. However, no matter how much prevention is put in place, sometimes, it’s unavoidable. Burnout is becoming a common outcome of increased mental pressures, resulting in poor concentration and information retention, tiredness, irritability and an inability to deal with day-to-day pressures. What can employers do when a staff member is suffering from burnout? The first thing employers should do is be supportive. It might not always be appropriate to delve into the details or come up with long-term solutions straight away, so instead focus on providing initial support. This could be some time off – does the staff member have any annual leave or time off in lieu they can use? You could also signpost to any employee assistance programmes, or simply just provide confirmation that you’re there to support. Early, supportive interventions at this stage may give the individual enough to prevent the burnout from worsening and becoming a bigger challenge for both them and the business. When a member of staff has informed their manager they’re feeling burnt out, or the manager has noticed the symptoms themselves, and the problem doesn’t seem to be going away, the individual should be invited in for a conversation. This is an opportunity to talk about their symptoms and ask whether there’s any immediate workplace support necessary. Short-term absence As with those suffering from other mental health conditions, the nature of burnout means it can lead to frequent and often unexplained short-term absences. Without any obvious visible symptoms, the inclination may be for managers, or colleagues who are picking up the slack, to think the individual is ‘throwing a sickie’. However, managing these absences carefully and sensitively is critical. Not only to minimise them, but also to help the staff member deal with the underlying problem. Having return to work meetings, ideally in a private area but over the phone if
space isn’t available, will help to identify the reasons and any patterns. Asking about how they’re feeling and suggesting they contact their doctor is a good idea. “The first thing employers should do is be supportive. It might not always be appropriate to delve into the details or come up with long-term solutions straight away” Persistent or long-term absence Where the absence becomes prolonged, or is happening repeatedly and / or frequently, employers should look to adopt a more formal approach. This doesn’t mean they can’t still be supportive. The starting point here is to hold a welfare meeting. This is essentially a more detailed conversation regarding the individual’s condition, allowing the manager to gain a better understanding of what, if any, support can be offered. This meeting should be handled carefully, remembering that the individual may be feeling vulnerable and sensitive to talking about their situation. It’s important this meeting is thorough, and notes are taken, as this will form the basis of any plans moving forward. Making reasonable adjustments A concern for managers may be that in dealing with this individual’s issues by making adjustments, they’ll end up setting a precedent for alternative working practices. However, it’s important to remember that if the condition has a substantial, adverse, long-term effect on the individual’s day-to-day health, it will be classed as a disability under the Equality Act. If that’s the case, there’s a duty to make reasonable adjustments. Even if the matter isn’t severe, managers may want to consider still making temporary adjustments which can relieve the pressure while the worker seeks professional help. If adjustments are made,
it’s important that they’re worded carefully. Stating it’s temporary and organising regular reviews will help manage the expectations of the individual. There’s nothing wrong with saying it isn’t a permanent change, unless it is of course, and putting a time limit on it. The adjustments a manager should make will depend on the individual situation but could include reduced working hours, workload or responsibility, or a change of duties, hours or working location. What’s important is that any agreed adjustments are well implemented – doing so could enable the individual to return to work and perform their role to a satisfactory standard. “A focus on staff wellbeing is important for any business, as supported staff members are more likely to be loyal and committed” Occupational health If no progress is being made, in the individual’s condition or in the likelihood of them resuming working, it may be necessary to seek opinion from a professional. Referring an individual, with their consent, to an occupational health assessment will provide managers with a detailed report of the individual’s condition. The report should highlight how the condition, in this case burnout, is impacting on the individual and what adjustments should be considered, if any, to support their return to work. This information can be used in further welfare meetings to come to an agreement on any reasonable adjustments which will be implemented to support the individual. A focus on staff wellbeing is important for any business, as supported staff members are more likely to be loyal and committed to their role. Therefore, providing sufficient support to those suffering from burn out should be a priority for employers. n
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| Professional in Payroll, Pensions and Reward |
Issue 114 | October 2025
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