Is Your Team Burned Out or Just Bored?

And why getting it wrong can cost you your best employees.

By Team Hirschel

Earlier this month, we explored the rising concern of burnout in today’s workplace. But not every disengaged employee is overwhelmed. Some are simply uninspired.

Burnout and boredom may look alike on the surface. Both can lead to low energy, reduced performance, and withdrawal. But the root causes and solutions are entirely different. Leaders who misread the signs risk applying the wrong fix, which can push valuable employees even further away.

Burnout: The Cost of Chronic Stress

Burnout is officially recognized by the World Health Organization as a workplace phenomenon. It is described as a syndrome resulting from chronic workplace stress that has not been successfully managed. Its key symptoms include:

• Ongoing exhaustion
• Mental distance or cynicism toward one’s job
• Reduced effectiveness

This is more than just feeling tired after a busy week. Burnout builds over time, often when employees face constant pressure without adequate support or when expectations are unclear.

A 2023 survey by Gallup found that nearly three in four employees report feeling burned out at least sometimes. The effects include absenteeism, disengagement, and increased turnover.

Boredom: The Risk of Mental Underload

On the other hand, boredom can emerge when employees lack stimulation or meaningful work. A 2023 study in Frontiers in Psychology found that boredom at work is closely linked to counterproductive behaviors such as procrastination and withdrawal.

Common signs of boredom include:

• Delays in task completion
• Work that feels routine or lacks creativity
• A drop in participation or enthusiasm

Unlike burnout, boredom tends to show up quietly. It is often overlooked until performance issues or resignations occur.

Why This Distinction Matters

Trying to fix boredom with wellness benefits will not help. And giving more responsibility to someone who is already burned out may only make things worse.

Leaders should ask themselves:

• Is this person overwhelmed or underutilized?
• Do they need recovery or a new challenge?

Being able to answer these questions accurately is essential for keeping teams engaged and motivated.

How Leaders Can Respond

To reduce burnout:

• Evaluate workload balance
• Clarify goals and responsibilities
• Encourage regular breaks and downtime

To address boredom:

• Offer stretch assignments or skill-building opportunities
• Involve employees in solving meaningful problems
• Align tasks with their personal goals and interests

Offering paths for growth shows employees they are valued and encourages them to stay engaged.

Final Thought: Attention Leads to Retention

Burnout and boredom both threaten performance and retention. They may look similar, but they call for different strategies. When leaders take time to understand the real cause of disengagement, they are far more likely to turn things around and keep their top talent on board.