The World Health Organization officially recognised burnout as an occupational phenomenon in 2019. It is characterised by three dimensions: exhaustion, cynicism towards one's job, and reduced professional efficacy.

Burnout has significant costs for organisations: increased absenteeism, higher turnover, and reduced productivity. Yet many workplaces inadvertently encourage the conditions that cause it — always-on culture, unclear expectations, lack of autonomy, and insufficient recognition.

Presenteeism — turning up to work despite being unwell — is often more costly than absenteeism. A burned-out employee who is physically present but mentally absent makes more mistakes and influences team morale negatively.

The rise of quiet quitting — doing only what the job description requires — is often a symptom of disengagement and unaddressed burnout. Organisations that treat it as a motivation problem rather than a systemic one will struggle to find lasting solutions.