Burnout has become one of the most pressing workplace issues. Once dismissed as a personal wellbeing concern, it is now a matter of compliance, governance and performance. When employees reach breaking point, the impact goes far beyond morale, it affects productivity, retention and, increasingly, legal risk.
In sectors such as financial services, long hours and constant deadlines have long been seen as proof of commitment. Yet employers are beginning to recognise that overwork comes at a cost. Excessive workloads can lead to stress-related illness, constructive dismissal claims and, in some cases, disability discrimination under the Equality Act 2010.
Employers can take clear and practical steps to intervene early and support staff effectively. Key actions include flexible working, hybrid models, compressed hours, rest policies and protected downtime to reduce exhaustion and show a genuine commitment to balance.
For workload management, employers can regularly review capacity and redistribute work where pressure points arise and encourage line managers to monitor hours and check in informally on wellbeing. They can offer employee assistance programmes, confidential counselling, stress management tools and financial wellbeing advice to help employees access support before problems escalate.
Regarding mental wellbeing and manager training, organisations can equip managers to recognise early signs of burnout, hold constructive conversations and make sensible adjustments. They should have an open-door policy, foster a culture where staff can speak openly about pressure or workload without fear of judgment and have open communication to prevent small issues from becoming bigger risks.
Wellbeing benefits with substance beyond gym membership or yoga sessions should be prioritised, offering benefits with real impact such as extra annual leave after major projects or dedicated recharge days. Employers should also have clear reporting routes to ensure confidential channels exist for staff to raise concerns about workload or behaviour safely and without fear of reprisal.
Embedding wellbeing into governance is not about being kind-hearted, it is good business and responsible risk management. The DB v Financial Services Compensation Scheme and Others (2025) tribunal is a reminder that concerns about workload, rest and ill-health, if not handled carefully, can become part of an employment dispute and be scrutinised in litigation. Preventing burnout protects both employees’ health and an organisation’s legal and reputational standing.
Ultimately, supporting employees’ energy and wellbeing is not a luxury; it is a strategic investment. Organisations that prioritise people and sustainable performance will outlast those that still equate exhaustion with excellence.
Emma Gross is an employment partner at Spencer West
