Experts at the Institute of People Management (IPM) annual conference in Eswatini have raised concerns about employees who never take leave, suggesting it may be a sign of underlying issues rather than dedication. IPM President Sharon Maziya questioned why employees might not want to take time off, citing the importance of family and personal well-being. Her comments were echoed by industrial and organisational psychologist Carla Dos Santos, who warned that excessive work habits can be a sign of burnout.
Dos Santos, speaking on the topic of burnout, highlighted the unofficial roles employees often take on in the workplace, such as being the office peacemaker or unpaid therapist. She noted that these additional responsibilities can contribute to stress and burnout, particularly if employees feel compelled to be constantly available. Dos Santos argued that organisations should recognise the toll that constant pressure can take on employees and create workplaces where people can thrive and stay.
According to Dos Santos, stress can affect both physical and mental health, influencing how people think, respond to colleagues, and manage everyday demands. She shared her own experience of anxiety and the importance of learning to regulate her nervous system. Dos Santos warned that stress can manifest in different ways, including withdrawal, forgetfulness, irritability, and fatigue, which can be mistaken for poor attitude or exceptional commitment.
Dos Santos cautioned organisations against celebrating a culture of constant availability, warning that it can entrench an expectation that employees should always be working. She argued that employees should have opportunities to recover and recharge, particularly after demanding periods. Rewarding employees for always working can have negative consequences, including burnout and decreased performance.
Maziya reinforced Dos Santos' concerns, noting that some employees may feel that their organisations would grind to a halt if they stepped away. She suggested that this can be linked to a person's sense of self-worth and the belief that their presence is indispensable. For HR practitioners, Maziya said, the refusal to take leave should prompt questions rather than praise.
Dos Santos also urged organisations to rethink their approach to feedback, suggesting that regular, thoughtful conversations can help employees understand where they need to improve. She argued that workplace training on emotional intelligence and behaviour must begin with leadership, criticising organisations that send employees for training while their leaders remain absent.
The experts emphasised the importance of employee assistance programmes, counselling, rehabilitation services, and access to medical support in addressing burnout and stress. Dos Santos insisted that executive teams participate in training on emotional intelligence and behaviour, arguing that employees cannot be expected to change workplace dynamics if those in positions of authority are unwilling to examine their own conduct.
Key points
- Experts warn that employees who never take leave may be signalling underlying issues, such as burnout or stress.
- Organisations should create workplaces where people can thrive and stay, recognising the toll that constant pressure can take on employees.
- Employee assistance programmes and training on emotional intelligence and behaviour can help address burnout and stress.
