Employee burnout is fast becoming a global issue. A Naluri study, which included participants from Malaysia, Singapore, Indonesia, and the Philippines revealed that 63% of Southeast Asian employees are experiencing burnout. For the purposes of this article, we refer to ‘burnout’ as a work-related state of exhaustion.
Previously defined as a work-related state of exhaustion, burnout is exhibited by extreme tiredness, fatigue, emotional and cognitive impairment, and mental distancing. The Job Demands-Resources (JDR) model theorises an imbalance between work demands and employee resources that breeds burnout. While this theory is true for burnout among healthcare workers and overrun hospitals, the factors vary among the working adult population in other industries.
Recognising what causes burnout is essential to any organisation and business. It is only by addressing the issues and finding solutions that employers can fully engage their workforce.
Psychological distress, a state of emotional suffering characterised by symptoms of stress, depression and anxiety, is the result of extreme burnout. Logic dictates that unmanaged burnout can lead to adverse health and economic consequences for both the individual and employers.
These are the results from Naluri’s research on the prevalence of Associated Factors for Burnout;
From a regional perspective, Indonesia experiences lower levels of burnout compared to the other countries. Our research does show that economic background, job details, and stress levels are all linked to feeling seriously burnt out at work. The prevalence of burnout was highest in the Philippines, followed by Singapore, Malaysia, and Indonesia. The magnitude of which - more than 60% of working adults regionally experiencing burnout - highlights a necessity to focus on employee mental health and well-being across the region.
Based on Naluri’s research, a consensus can be identified on the major causes of burnout among Southeast Asian working adults. We also want to note that these issues can be addressed by employers, such as:
Globally, the standard working week averages around 40 hours and is structured across five 8-hour days with an hour for lunch. Most Asian markets follow this practice on paper; however, actual working hours often extend beyond the norm, with employees logging between 40 to 50 hours a week.
In many Asian work cultures, long and inflexible hours remain implicitly associated with commitment and productivity, reinforcing patterns of overwork. Naluri’s findings, consistent with research published by the National Institutes of Health, show that extended working hours are directly associated with a higher risk of burnout.
As work demands continue to intensify, organisations that fail to address excessive hours face growing risks to employee well-being, engagement, and long-term productivity.
Burnout is more prevalent among employees who are dissatisfied with their jobs. Unfortunately, for all employers, there is a direct link between low job satisfaction and turnover rates. If you were to Google “factors for job satisfaction”, search results will display the following factors;
With 15 more to follow below the fold, the problem is that many employees in this region value job security over job satisfaction. Coupled with our reward-based education system, Asians are likely to fall into this trap, believing in the light at the end of the road when there rarely is one.
Our research shows that there is no clear, direct correlation between remote work and improved employee well-being. This doesn’t mean that remote work itself is either beneficial or harmful. Instead, employee well-being outcomes are largely shaped by factors such as managerial support and the ability to maintain healthy work-life boundaries.
What consistently shows a positive impact, however, is flexibility. Organisations that give employees the option to choose between remote, hybrid, or office-based work tend to see better work-life balance and stronger employee engagement–both of which are closely linked to performance.
Our Naluri research shows that flexible work models do not guarantee higher well-being or productivity, but they can significantly improve the odds by allowing employees to align how they work with their personal needs and circumstances.
The good news is that workplace burnout is both preventable and manageable. Implementing effective best practices not only protects employee well-being but also enhances talent attraction and retention, while delivering measurable ROI.
In a public health assessment conducted by Naluri, we asked participants about the most important factors affecting their lives. These are the results;
The top three most important factors in order of importance are;
Many employers assume their employees are as committed to the company’s growth as they are, but evidence suggests this is not always the case. Before, loyalty often translated into long-term benefits and career security. Now, employees and candidates evaluate employers just as critically as they are evaluated in performance reviews.
Research shows that organisations offering robust employee well-being support have a higher proportion of staff who are thriving, rather than merely coping or struggling. In the same Naluri study, we compared companies with well-being programmes to those without. Data shows that employees in supported environments consistently report better mental health, engagement, and overall functionality.
Simply put, providing well-being support directly impacts driving a more resilient, thriving workforce.
Below are some positive applications employers can enforce to reduce burnout;
Following our earlier list of negative factors, these are some positive applications any employer can enforce to reduce burnout;
To promote a healthy work-life balance, offer flexible work arrangements, such as remote work options or flexible hours. Encourage your employees to take breaks and holidays to recharge.
Set clear expectations and goals for employees, providing them with a roadmap for success. Regularly communicate progress and provide feedback to help your team stay on track.
Foster positive relationships among colleagues and between managers and employees. Encourage collaboration, respect, and mutual support in the workplace.
A customised EAP to be your partner in employee health and wellness. Issues like burnout, anxiety, quiet quitting, and poor ROI cannot be solved overnight. Still, specialised care and support from a team dedicated to helping is a step in the right direction, as the data has revealed; it is just what we need.