HR professionals have long been the backbone of employee wellbeing within organisations, supporting others through challenging times. But who supports HR when they’re the ones feeling burned out? In a world of increasing demands, constant change, and complex employee needs, burnout has become a reality for many in the HR field.
"Brené Brown says: ‘You can’t serve from an empty vessel’," says Jodette Cleary, Chief People & Culture Officer at hipages, Australia & New Zealand’s largest online tradie marketplace. This belief drives both Jodette and Kim Hall, Chief People, Safety & Environment Officer at environmental solutions company, Veolia Australia & New Zealand, as they work to address burnout within their teams. Here, they share insights and practical strategies for HR leaders aiming to prevent burnout and create sustainable, supportive work environments for themselves and their teams.
recognising burnout: key indicators
Burnout often creeps up gradually, and it’s essential for HR leaders to recognise early signs before they escalate. Both Kim and Jodette noticed burnout in their teams following the pandemic, though the symptoms varied.
For Jodette, the indicators were clear: emotional exhaustion, decreased productivity, and a sense of detachment among team members. “People who were once proactive and detail-oriented started making small mistakes and missing deadlines,” she explains. The energy that once drove her team was being sapped by prolonged stress and uncertainty.
Kim observed similar signs during an intense 2.5-year integration project at Veolia, where her team faced relentless deadlines and the emotional toll of restructuring. “I saw changes in mood, increased irritability, and signs of physical fatigue,” she notes, adding that even high-performing team members began to show signs of strain. Both leaders emphasise the importance of recognising these early warning signs to prevent burnout from worsening.
strategies for a sustainable HR environment
To tackle burnout, Kim and Jodette each implemented practical strategies focused on creating a sustainable work environment. Here are some of their approaches:
-
1. realistic workload management
One of the first steps Jodette took at hipages was to reassess her team’s workload. “We scrutinised our objectives, re-evaluated responsibilities, and adjusted priorities to make workloads more manageable,” she shares. By setting realistic expectations and redistributing tasks, she found that her team was able to focus more on quality than quantity. Introducing flexible work arrangements gave Jodette’s team more control over their schedules, and this flexibility was essential in reducing pressure. “It allowed everyone to manage their time better and avoid feeling overwhelmed,” Jodette explains.
-
2. fostering a culture of open communication and wellbeing
Creating a safe space for open dialogue around mental health and workload has been a key component of Jodette’s strategy. At hipages she introduced regular wellbeing check-ins during one-on-one meetings, where team members could discuss any challenges or stressors they were facing. “These conversations aren’t about performance; they’re about checking in on how people are coping,” she explains. This proactive approach helped her team feel supported and empowered to voice concerns early.
Kim took a similar approach at Veolia by engaging a wellbeing coach for her team, beginning with a two-day strategy offsite that focused on mindfulness and self-care. This program, which she called “Energy for Leadership,” aimed to foster openness, vulnerability, and mutual support within her team. After the 2 days, the team continued their wellbeing journey through regular virtual check-ins led by the coach, who provided practical tips and activities to reinforce mindfulness and wellness. Kim’s goal was to create a sustainable support network within her team, reinforcing the importance of self-care in a high-stress environment.
-
3. recognition and appreciation
Both Kim and Jodette recognise that feeling valued is essential to maintaining morale and preventing burnout, especially during busy periods. Jodette implemented a structured recognition program at hipages to regularly acknowledge team contributions. “It’s simple, but feeling appreciated goes a long way,” she notes, emphasising that recognition can boost motivation and resilience. Jodette believes that recognising achievements, both big and small, reminds the team of the purpose and impact of their work, which is crucial for keeping burnout at bay.
-
4. resilience and stress-management training
In today’s HR landscape, resilience is not just an asset; it’s a necessity. Recognising this, Jodette introduced resilience and stress-management training at hipages, partnering with a mental health provider to deliver sessions on mindfulness, coping mechanisms, and resilience. “Our aim is to provide team members with tools to manage stress before it becomes overwhelming,” she says. This preventative approach has proven invaluable in helping her team navigate challenging times with greater stability.
For Kim’s team at Veolia, the wellness component of their strategic offsite and ongoing coaching provided similar tools, with a focus on mindfulness and self-awareness. Veolia also provides dedicated resources and programs aimed at building resilience, and which foster a mindful approach to stress and mental health. Kim believes that giving her team these resources helps them better manage the emotional demands of their roles, creating a more resilient HR team overall.
unique challenges in Australia’s HR landscape
The HR landscape in Australia brings its own set of pressures. Kim and Jodette both highlight challenges unique to this environment, from continuous legislative changes to talent shortages and the complexities of remote and hybrid work.
-
regulatory pressures:
The frequent updates to employment laws, such as those related to psychosocial risk management, add layers of responsibility for HR teams. Keeping up with these changes demands both time and attention, adding to the stress load.
-
talent shortages:
The ongoing demand for skilled talent in HR and across the board has intensified recruitment pressures. Jodette notes that the pressure to fill roles quickly in a competitive market can lead to longer hours and heightened stress.
-
remote work complexities:
The shift to hybrid work has created new challenges in managing culture and performance, further complicating the HR role. Jodette explains, “It’s about maintaining engagement and cohesion in a distributed workforce, which can be taxing for HR teams who are already stretched thin.”
These factors underscore the need for robust support systems and proactive strategies to help HR teams thrive in a demanding landscape.
fostering a culture of wellbeing and support
Leadership plays a crucial role in fostering a supportive culture for HR professionals. Kim and Jodette emphasise that for HR teams to remain resilient, organisations must prioritise their wellbeing.
- clear prioritisation strategies: Open communication around workloads is important. Kim encourages her team to speak up when demands become overwhelming and to explore alternative solutions when possible. An open dialogue has helped her team manage expectations realistically.
- setting boundaries: Establishing work-life boundaries is critical in an “always-on” culture. Jodette supports the idea of a “right to disconnect” for her team, encouraging them to set clear boundaries around their work hours. By modelling these behaviours herself, she creates a culture where disconnecting after work is normalised.
- providing resources and budget: Both Kim and Jodette stress the importance of giving HR teams the resources they need to succeed. From robust HR technology to adequate budgets for wellbeing initiatives, providing the right tools ensures that HR teams can address people's challenges without compromising their own health.
- modelling healthy behaviours: As leaders, Kim and Jodette strive to lead by example. Whether it’s taking time off, setting boundaries, or engaging in mindfulness practices, their actions reinforce the importance of self-care. “When leaders prioritise their wellbeing, it sets a tone that makes it acceptable for everyone else to do the same,” says Kim.
- building peer support networks: Encouraging peer-support systems and collaboration across departments can lighten the load on HR teams. Jodette has found that cross-functional collaboration on wellbeing initiatives helps distribute responsibility and reduces the burden on HR alone, creating a more supportive infrastructure.
advice for HR professionals experiencing burnout
For HR professionals who are currently struggling with burnout, Kim and Jodette offer these pieces of advice:
- recognise early signs: Be mindful of symptoms like fatigue and irritability, and address them proactively.
- use available resources: Leverage Employee Assistance Programs (EAPs), professional coaching, peer-support networks or other tools, programs and resources to stay resilient. Both Kim and Jodette emphasise the importance of seeking out and utilising support provided by the organisation.
- set clear boundaries: Establish personal boundaries around work and communicate them. Both leaders agree that boundaries are key to preventing burnout.
- practice self-care: Engage in mindfulness or relaxation practices, like meditation or yoga. Jodette advises, “Practice what you preach”—use the same wellbeing resources that HR provides to employees. Kim says self-care is paramount. “If we don’t look after ourselves, we can’t effectively support others.”
final thoughts: leading with wellbeing in mind
HR professionals often feel a unique responsibility to care for others, but Kim says: “it’s important to put your oxygen mask on first before helping others.” For HR leaders, building resilient, supportive teams starts with looking after their own wellbeing. Kim and Jodette’s strategies provide a roadmap for organisations committed to preventing burnout and building sustainable, engaged HR teams that can thrive, even in the face of constant change. By prioritising the wellbeing of HR teams, organisations can foster a healthier, more resilient workforce that drives lasting success.