Burnout epidemic: how chronic stress rewires your brain at work

Workplace burnout is tightening its grip on employees globally, with new data showing a sharp rise in chronic stress and emotional exhaustion across industries.

Though the World Health Organization classifies burnout as an "occupational phenomenon," its impact increasingly extends into households, relationships and community life.

A 2025 workforce survey shows that 36% of employees feel more burned out than they did a year ago, with Gen Z and Millennials recording the steepest increases. Meanwhile, the American Psychological Association reports that 69% of adults say they needed more emotional support than they received over the past year, an indication of how far traditional coping systems have stretched.

"Burnout isn’t just about being tired, it’s a biological signal that your body and brain are under siege," said Keri Rudolph, founder and CEO of The IV Bar, a wellness franchise offering intravenous nutrient therapy.

"When stress becomes chronic, it depletes essential nutrients and disrupts sleep, focus and emotional balance. Recovery starts with restoring what’s been lost."

Neuroscientists describe burnout as a physiological response in which prolonged stress floods the brain with cortisol, rewiring areas responsible for memory, emotional regulation and decision-making. Over time, this can lead to impaired concentration, mood instability and increased susceptibility to illness.

As employee wellbeing becomes a business priority rather than a soft benefit, modern wellness providers are expanding their services. Mindfulness-based stress reduction programmes, sleep hygiene coaching and digital wellness platforms are becoming commonplace in both corporate and small-business environments. The IV Bar, for instance, offers vitamin infusions aimed at supporting energy, immunity and cognitive clarity within a spa-like setting.

But experts caution that individual-level interventions alone cannot solve systemic burnout. Increasingly, companies are being urged to address the workplace structures that fuel chronic stress.

"Wellness isn’t a luxury, it’s a necessity. In a world that demands so much, we must learn to replenish just as fiercely as we perform," said Rudolph.

What Employers Can Do

Organisational psychologists recommend a multi-layered approach to reducing workplace stress:

• Flexible work arrangements: Employees report better mental health and higher productivity when given autonomy over their schedules.
• Realistic workloads: Clear expectations and manageable deadlines significantly reduce chronic strain.
• Psychological safety: Teams that allow open, judgement-free communication experience fewer burnout symptoms.
• Regular check-ins: Leaders who frequently assess their teams’ emotional well-being are more likely to catch early signs of stress.
• Training for managers: Supervisors play a crucial role in shaping day-to-day experiences; many are now receiving training in empathy, conflict resolution and stress-science basics.

Companies that have implemented such measures report measurable improvements, from lower absenteeism to higher employee retention.

Health practitioners argue that reducing burnout requires a fundamental cultural shift. That means moving away from glorifying constant availability and overwork and instead designing workplaces that honour rest, recovery and human limits.

SUNDAY TRIBUNE