We need a new approach to combating burnout

Burnout, defined by the World Health Organization as the result of chronic workplace stress that is not successfully managed, is a complex issue affecting 66% of U.S. workers in 2025, according to new research from Moodle. Not only does it undermine job satisfaction and performance, but it also can have serious consequences for employees' mental and physical health. The result often leads to weight gain and increased risk of developing a chronic health condition like type 2 diabetes. 

With the rate of burnout at an all-time high, benefit advisers should encourage employers to pursue a new approach to reduce health risks in their workforce and better manage those costs. 

With so many contributing factors, employers must take a multi-faceted approach to address burnout, according to a number of recent studies and surveys. Simply adding more wellness programs won't get to the root cause of burnout. In fact, employees are more overwhelmed than under-resourced. The good news? Your clients don't need to do more or spend more to combat burnout — they can just focus on what already works.

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Our own recent research reveals an even deeper issue: Employees know what's needed to address burnout, but they don't have the time or space to act on it. The survey of nearly 2,000 employees ranked "time off or mental health days" as the top resource (21.5%) to improve their mental health with "flexible hours or remote work options" as the second most effective resource (15.42%). Combined, over one third of respondents ranked time-related benefits as more important than resources for physical activity and sleep or coaching support.

At face value, it seems like the issue is lack of time off and vacation days. But looking deeper, this is more of a warning sign. When employees say they want more time, it's not just about getting away. Burnout and its downstream impacts on mental and physical health negatively impact employees' ability to fully function in their work and personal lives. And many employers are taking note: The Business Group on Health's recent Employer Well-being Strategy survey found that 33% of employers are expanding leave and travel initiatives to help employees disconnect and over half (51%) offer paid mental health or well-being leave. It's clear that employers are increasingly recognizing the value of providing time for employees to recharge and circumvent burnout.

Yet there's a disconnect. Even though time off is the most desired benefit, 62% of employees don't use all of their time off and 36% haven't taken a vacation in the past year. The barriers? Financial strain, workload pressure and internal guilt. All signs of a workforce stuck in survival mode. Without skills to manage stress and build rest into routines, even well-intentioned time off falls short. And employees are feeling it.

Employees want to feel healthier and more productive, but lack time or energy to take time off. By turning to a time-tested approach — behavior change — employers can help their people break out of survival mode by building skills for self-care, stress management and work-life balance. 

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Back to basics: Behavior change first
It's tempting to meet rising rates of burnout with more wellness offerings. But if employees are too overwhelmed to engage, even the best programs become background noise. Instead of adding more to employees' plates, employers can reinvigorate proven strategies. And that's where behavior change helps — by addressing the root cause of burnout. 

To integrate behavioral and lifestyle change into a wellness strategy, employers can focus on these four steps:

1. Close the gap between wellness intent and reality 
It's clear that employees want to take care of their health, but stress, time constraints and exhaustion get in the way of their best intentions. And even when PTO is available, most employees feel as if they can't truly disconnect and recover. This is where programs for behavioral change can support bridging that gap. They teach practical, everyday skills to help employees navigate stress and build healthy routines that support physical activity, energy, eating behaviors, nutrition, sleep and more. These are all skills that make time off more than stepping away, but rather a restorative reset.

2. Cut the noise by building a behavior-first foundation 
Employees are flooded with wellness programs, platforms and perks. But if these aren't rooted in behavior change, they're just another distraction in an already crowded space. Before making a move to add another option, employers should pause to assess whether their existing benefits can drive sustainable health outcomes through behavior change.

3. Ensure well-being isn't an add-on
To support employees' physical and mental health, well-being should be a company culture cornerstone, not an afterthought. This doesn't necessarily mean more programs or policies, but a conscious effort in how leaders behave, how work is designed and how teams operate. This means creating an environment where healthy behaviors are supported and expected throughout the workday and beyond.

4. Reclaim employee time and energy by doing more with what you have
While employers can't add hours to the day, they can give people the ability to reclaim time and mental capacity. A wellness strategy that leads with behavior change does more than improve engagement. It allows employees to improve their physical health, mental well-being and quality of life for a sustainable amount of time. 

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To combat burnout, your clients don't need to do more — they can just focus on what already works. In addition to time off, employers can build a wellness strategy rooted in time-tested behavioral science to help employees reclaim their time and well-being in a realistic and sustainable manner. 

By focusing on what is proven to be effective, employers can improve the mental and physical health of their employees, reduce health risks, manage health care costs and improve productivity and job satisfaction. Striking that balance is essential for optimal, long-term success for both employees and the business.