How to prevent end-of-year burnout at work

As the year winds down, it’s no surprise that employees may feel busy, stressed and exhausted. With workloads piling up, festive commitments kicking in and new year preparations underway, burnout can feel unavoidable for many.

But it isn’t just a seasonal sentiment; Monster research found that 53% of staff feel more stressed than usual in the holiday period, and 22% report an overall decline in wellbeing[1]. Separate polling from Vitality revealed that more than half (53%) of Brits feel a sense of pressure at this time of year which impacts their health and wellbeing[2].

With Vitality’s Britain’s Healthiest Workplace Report[3] finding that, in 2023, an employee experiencing burnout is estimated to lose 119% more productive time (compared to employees not at risk), it’s critical for employers to have the right strategies in place to support employee wellbeing, help combat stress and prevent burnout. But how can organisations achieve this?

Recognise the signs of burnout

Firstly, it’s important to acknowledge that burnout doesn’t just happen overnight – it’s often the result of prolonged periods of stress[4].

For employers, employees and HR, it’s crucial that they can spot the early warning signs. Look out for changes in mood and shifts in regular work habits. Are they showing up late to meetings or losing track of deadlines when they’re usually on time? Or are they skipping team socials, when they used to be the ones organising them?

As the signs and symptoms can mean different things to different people, Yetunde Bankole, Vitality’s Head of Mental Health and Wellbeing, says it’s crucial not to assume and to check in regularly with employees to help prevent stress from snowballing into burnout.

To support this proactive approach, Bankole shares some practical tips for employers to help prevent burnout.

• Check in on workload and wellbeing

Regular 1-2-1s serve as a good opportunity for managers to check in on their employees’ wellbeing.

Bankole encourages employers to ask staff the following questions: “‘How are you doing?’ ‘How is your stress level workwise?’ ‘Is there anything you’re finding difficult that I can help with?’ ‘How’s your current workload?’ ‘Does it feel manageable?’ ‘Do you have enough time to complete the tasks?’”

By opening up these conversations – using the above questions as a guide –managers can take steps to help reduce workplace stress such as offering to review deadlines and redistribute workloads if needed.

'Stress that manifests into burnout isn’t always work-focused'

Yetunde Bankole, Head of Mental Health and Wellbeing, Vitality

• Provide support and resources for external stressors

“Stress that manifests into burnout isn’t always work-focused,” Bankole notes. “But, even when the source of stress isn’t work-based, the symptoms can still affect people at work.” 

This rings true with research from Ciphr which found that 38% of UK adults are affected by money worries and financial stress, while 34% are stressed out by their family and/or significant other[5].

“By encouraging employees to open up, you may be able to signpost them to the support that is available at work, such as an Employee Assistance Programme (EAP), as well as a GP or external resources like the Hub of Hope website for stressors deriving from outside the workplace,” Bankole adds.

• Raise awareness and promote self-care

Whether it’s communicated through an email or discussed in team meetings, employers may want to acknowledge that the next few working months could be busy for some workers.

“Employers should also explain that they want employees to support their own wellbeing where they can,” Bankole says.

“This is useful for communicating that you understand the importance of prioritising wellbeing to prevent burnout and also helps employees feel more comfortable to seek support if they find themselves being affected by the impact of the busy period,” she adds.

Urging people to take breaks, disconnect from technology and share useful resources that are available at work – such as on-site wellbeing rooms or partnerships that help staff practice self-care – can also be helpful, Bankole adds.

• Prioritise your own wellbeing

As crucial as it is for employers and managers to support their staff, line managers must also look after their own wellbeing too. “As the saying goes ‘you can’t pour from an empty cup’,” Bankole says.

For line managers to appropriately support staff, they also need time to recuperate, prioritise their own self-care and role model this behaviour for their staff.

Aside from this, Bankole says that managers need to monitor their own stress levels to help prevent burnout. “Practicing self-care at work could be, for example, taking regular breaks, going for walks and setting boundaries with yourself and others by clearly communicating with colleagues around your working hours.”

• Keep it going next year

As the year draws to a close, the risk of burnout may become more noticeable – but it’s a constant, no matter the season.

Employers and HR teams must check in regularly, support employees (and themselves!) and raise awareness of burnout and strategies to tackle it. You can help your employees finish the year feeling energised and ready for a new year which is not only good for them, but good for business too. 

[1] Holiday work life balance survey, Monster

[2] The physical and mental impact of a stressful holiday, Vitality

[3] 10 Years of Britain’s Healthiest Workplace, Vitality

[4] Occupational burnout, NHS.uk

[5] Workplace stress statistics in the UK in 2024, Ciphr

Related: Why supporting employee health is good for business