Preventing employee burnout during workplace change

Change can push a business forward, but it can also push employees to their limits. For small and midsized businesses in Canada, transitions such as growth, restructuring or new systems can often put increased pressure on already lean teams. Forty-five percent of businesses in Canada experienced turnover in the past year, with key contributors including high workloads and understaffing — two factors that often intensify during periods of change.¹

This pressure is often compounded by work that isn’t formally recognized. According to ADP Research’s Today at Work Issue 1, 62% of employees report completing up to five hours of unpaid work each week, while 38% report logging six or more unpaid hours. During periods of change, this invisible labour can accelerate burnout and make workloads feel unsustainable.

Employee burnout is a state of ongoing physical and mental exhaustion that can impact performance, morale and retention. With the correct approach, employers can aim to reduce burnout risk, enhance the employee experience and support their teams through change more effectively.

Explore detailed benchmarks and frameworks in our
Canada workplace trends for 2026 guidebook.

What employee burnout can look like

Burnout doesn’t always show up as someone calling in sick often. In many cases, it’s less visible but just as impactful. Common signs of burnout include:

• Decreased productivity or focus
• Increased irritability or disengagement
• Withdrawal from team interactions
• Consistent fatigue, even after time off
• Missed deadlines or reduced quality of work

Why workplace change may increase burnout risk

Periods of transition can often introduce multiple stressors at once. These factors can pile up and leave employees feeling overwhelmed, especially in smaller teams. Some factors include:

• Increased workloads without additional resources
• Unclear expectations or shifting priorities
• Learning new systems or processes
• Concerns about job security or role changes

Small and midsized businesses are particularly vulnerable because, with a smaller team, workload increases are felt more quickly. Employees often wear multiple hats, and there may be fewer support structures. Proactive burnout prevention isn’t just helpful, it’s essential. When expectations are not adjusted during change, employees often compensate by extending their workday—making burnout more likely and harder to detect.

6 practical steps employers can take to prevent burnout during change

1. Reassess workload vs. capacity: During transitions, it’s easy to keep adding tasks without adjusting expectations. Regularly evaluate what’s realistic and what can wait, especially during peak transition periods.
2. Prioritize clarity over speed: Fast change without clear direction can create more stress. Make sure employees understand priorities, timelines and expectations.
3. Protect your high performers: Your most reliable employees are often the ones who take on extra work. Keep an eye out for them as they may be at a higher risk of burnout. These employees are often the most engaged — but also the most likely to experience burnout or leave if the load becomes unsustainable.
4. Build in recovery time: Sustained intensity leads to exhaustion. Encourage breaks, time off and realistic pacing during longer transitions. Time off only works if employees can truly disconnect. ADP Canada’s Happiness@Work Index identifies a growing “time off tax”—extra hours worked before and after vacation to keep up. In 2025, Canadians who took a one‑week vacation logged an average of 16.9 additional hours. When time away creates more work instead of recovery, it can fuel burnout rather than prevent it—underscoring the need for systems that allow employees to disconnect without penalty.
5. Train managers to spot early signs: Equip managers to recognize behavioural changes and check in proactively with their direct reports.
6. Keep communication human: When employers chart a clear path and communicate tasks and the direction of the organization with their people, employees are able to be more efficient and productive, helping reduce burnout rates.

What to do if burnout is already happening

If employees are already showing signs of burnout, quick action matters. Addressing burnout early can prevent longer-term disengagement or turnover. The following are some quick actions employers can take:

• Reprioritize workloads immediately
• Offer flexibility or temporary adjustments
• Encourage time off where possible
• Have open, supportive conversations, not performance-driven ones

Learn how employee assistance programs can support employees experiencing burnout.

The business impact of ignoring burnout

Burnout affects employees and the entire business. For growing businesses, these challenges can slow momentum at critical moments. Research shows that burnout doesn’t always look like disengagement. In fact, ADP Research’s Today at Work Issue 1 found that employees who put in large amounts of unpaid hours reported being more engaged at work, yet felt less productive. They were also less likely to be thriving and were more likely to be looking for their next job. Over time, this disconnect translates into measurable business risk, including:

• Lower productivity and work quality
• Increased absenteeism
• Higher turnover and hiring costs
• Reduced team morale

Supporting your team through change starts with the right resources

Workplace change can put added pressure on teams, but with the right tools, employers can reduce risk while maintaining momentum. ADP Canada’s small business toolkit offers practical guidance to help you build resilient teams, while the Canada workplace trends for 2026 guidebook provides insights into how organizations are supporting employee wellbeing in today’s evolving world of work. Together, these resources can help you take a more informed, proactive approach to preventing burnout and supporting your people.

Infographic Top trends and priorities for 2026

FAQs

1. ADP Canada, Canada workplace trends for 2026 survey, internal analysis, 2025

This resource offers practical information concerning the subject matter and is provided with the understanding that ADP Canada is not rendering legal or tax advice or other professional services.