Amid global economic volatility contributing to reduced hiring, rising rates of employee burnout aren’t surprising, says Tara Parry, director of permanent placement services at Robert Half Canada.
A survey of 1,500 employees by the consultancy found roughly half (47 per cent) said they’re experiencing burnout, up from 42 per cent in 2024 and 33 per cent in 2023. Nearly a third (31 per cent) said they’re more burned out now than they were a year ago.
Workers cited heavy workload and long hours (39 per cent) as the No. 1 factor contributing to burnout, followed by emotional or mental fatigue from high-stress tasks (38 per cent), insufficient work-life balance (28 per cent), lack of professional growth opportunities (28 per cent) and lack of management support or recognition (28 per cent).
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“As a result [of reduced hiring], many teams are running lean and having to do more with less, which, of course, adds to workloads, leading to longer hours and a decline in work-life balance — another major driver of burnout,” says Parry.
Geopolitical tensions, such as the U.S.’s ongoing tariff dispute with Canada and other trading partners, are also contributing to workers’ weariness by impacting business plans and putting pressure on teams. “The knock-on considerations around job stability and finances can cause additional anxiety and workers may also be feeling more pressure and stress around their work performance as a result. With high-stress tasks listed as one of the top causes of worker burnout, it’s clear how related these challenges are.”
Notably, workers in the legal and human resources fields (59 per cent) working parents (51 per cent) and millennials (50 per cent) reported the highest levels of burnout. Among legal professionals, 40 per cent cited heavy workloads and long hours as their biggest source of burnout, followed closely by fatigue from high-stress tasks (39 per cent).
Read: 69% of Canadian workers experiencing symptoms related to burnout: survey
“For those in the legal profession, they may be dealing with the implications of shifting [government] policies and how those affect clients and workers,” says Parry. “For this demographic, it’s clear that it’s the type and volume of their work itself that’s leading to burnout.”
Employee burnout is also impacting businesses. A separate Robert Half survey of more than 1,000 employers found two-fifths (39 per cent) said burnout among existing employees is a major challenge in filling necessary roles. A similar percentage (40 per cent) cited decreased productivity, followed by delayed project timelines (34 per cent), higher turnover (30 per cent) and lost revenue (24 per cent).
When asked what measures they’ve taken to alleviate employee burnout, roughly a third said they encourage time off and/or mental-health days (34 per cent), hire permanent or contract professionals to ease workloads (33 per cent) and help prioritize projects and manage timelines (30 per cent).
Read: Survey finds a third of Canadian employees currently experiencing burnout
It’s also important for managers to set realistic expectations and prioritize tasks, while regularly checking in with employees to discuss current projects and obstacles to help them effectively manage their workload, says Parry.
“It’s crucial for managers to find solutions to the root causes of burnout, otherwise people will just come back from time off even more stressed, knowing that they have additional work piled up.”