Global workplaces are facing an increasing problem that even things like free lunches, wellness apps, and taking some days off aren’t fixing: burnout, reports Cape {town}Etc.
Recent workplace surveys from 2025 show that the problem is getting worse, not better, as over 43% of workers around the world now say they’re feeling burned out, which is an increase from 38% just two years ago.
This indicates a clear pattern that is slowly changing the way companies look at productivity, leadership, and how they take care of their employees.
While burnout has long been discussed in professional circles, its growing prevalence is placing renewed pressure on companies to move beyond surface-level wellbeing initiatives and examine deeper structural issues in workplace culture.
A problem that goes deeper than perks
Many organisations have introduced wellness perks aimed at easing stress, from spa vouchers and wellness days to free meals and mindfulness apps. Yet these measures often fail to address the underlying causes of burnout.
Jean Rodrigues, a coach supervisor at the South African College of Applied Psychology (SACAP), believes the problem lies deeper than temporary stress relief.
‘Burnout isn’t caused by a lack of treats or incentives, it’s the result of a chronic mismatch between what’s being asked of people and what they realistically have the capacity to give,’ Rodrigues explains.
She adds that short–term perks might provide a temporary relief, but if workloads are still too heavy or if it’s unclear where the line is drawn between work and personal time, those small gestures can feel empty. In some cases, employees may even perceive them as dismissive of the real issues driving their exhaustion.
Kaylynn Philander, who works as the Coaching Manager at SACAP, explains that burnout acts as a cultural signal, highlighting that there are deeper issues with how the workplace is structured.
Research consistently points to organisational factors such as long working hours, unclear expectations and ineffective management practices as key drivers of burnout.
These pressures can cause employees to lose interest, work less effectively, and leave the company more often, which leads to higher costs for businesses.
Philander suggests that organisations with strong coaching cultures tend to be better equipped to manage pressure and support their teams.
‘A strong coaching culture creates space for reflection, supportive leadership and sustainable performance,’ she says.
‘The workplace becomes a place where people feel heard, boundaries are respected and wellbeing is woven into everyday work.’
In real situations, that means leaders regularly checking in on employees’ capacity and energy levels, not just their output.
In teams with healthier cultures, employees are encouraged to speak openly about limits and priorities, as reflection becomes part of the workflow rather than something squeezed in after deadlines.
Rodrigues describes these environments as places where pressure can be managed rather than silently accumulated.
‘Coaching cultures help teams metabolise stress rather than silently accumulate it,’ she notes.
Even in demanding industries, such cultures allow employees to manage stress without compromising psychological safety or autonomy.
Rodrigues points out that effective leaders adjust their management style depending on the situation. Directive leadership, for example, may be necessary during emergencies but should not become the default approach.
Similarly, high-performance leadership styles must be balanced with clear communication, capacity checks and opportunities for recovery.
Ultimately, she explains that the main thing is for leaders to manage their own stress instead of letting it affect their team.
Not every organisation aims to turn managers into professional coaches. However, many companies are exploring targeted coaching training as a practical way to strengthen leadership skills.
Such programmes often focus on equipping leaders to listen more effectively, ask thoughtful questions, recognise early warning signs of burnout and have conversations that respect professional boundaries.
These skills can gradually reshape workplace culture, shifting the focus from pushing employees harder to creating conditions where teams can perform sustainably.
Experts caution that workplace stress itself is unlikely to disappear. Instead, the challenge is learning how to manage it constructively.
Philander believes the solution begins by asking a deeper question about the nature of work itself.
‘We don’t get burned out because of what we do. We get burned out because we forget why we’re doing it,’ she outlined.
When organisations provide clarity, psychological safety and meaningful work, employees are often able to handle pressure without becoming overwhelmed.
With burnout continuing to rise globally, leadership development and organisational culture are increasingly moving to the centre of the conversation.
Against this backdrop, SACAP will host a free webinar titled ‘Coaching as a Corporate Strategy’ on 24 March from 1pm to 2pm.
The session aims to explore practical strategies for leaders and HR professionals to build resilience in their teams and prevent burnout through everyday coaching practices.
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