HR professionals are facing intense pressures as they support their teams in an era of constant change. According to Randstad’s 2024 Employment Outlook, the strain on HR teams has only escalated as they navigate high demands, skill shortages, and rapidly evolving regulatory landscapes in Australia. The growing emphasis on mental health in the workplace is essential, yet HR professionals often find themselves bearing the brunt of this responsibility without adequate support. In fact, Randstad has highlighted that burnout among HR teams has become so pervasive that HR leaders are encouraged to implement strategies to manage workloads and create resilience within their teams.
The familiar airline safety reminder, “put your oxygen mask on first before helping others,” is particularly fitting for HR professionals. Kim Hall, Chief People, Safety & Environment Officer at environmental solutions company, Veolia Australia & New Zealand, believes that prioritising self-care in HR is crucial. Reflecting on her journey, Kim shares how her team has weathered the pressures of a two-and-a-half-year integration project, which involved merging teams, redesigning organisational structures, and navigating emotional and operational complexities. “We were dealing with dual roles, synergies, and significant change, which was emotionally taxing for my team,” she explains. “Burnout began showing up in subtle but serious ways.”
identifying burnout: early warning signs
Kim’s experience highlights how burnout in HR can stem from both the pressures of major projects and the unique traits of individuals. Throughout the integration process, perfectionism and high personal standards made some of her team members particularly susceptible to burnout. Key indicators included changes in personality, shifts in mood, occasional forgetfulness, and signs of physical fatigue. "Working long hours and doing everything to keep things on track, I noticed some of my team weren’t on their usual A-game,” she recalls. These observations underscored for her the importance of recognising early signs of burnout and addressing them proactively to support team wellbeing.
addressing burnout: practical strategies and initiatives
Recognising the signs of burnout was only the beginning for Kim. With her dual responsibilities in HR and Safety, Kim had unique wellbeing resources available to help her team tackle burnout proactively. In addition, Kim engaged a wellbeing coach for a structured, six-month program focused on providing her team with tools and strategies that would go beyond typical short-term solutions. Combined with their annual strategic planning session, the wellbeing component of the program started with an immersive offsite focused on personal and collective wellbeing, using a framework called "Energy for Leadership" that emphasised mindfulness and self-care. This was symbolised by what they called the "Energy Wheel," a tool designed to help the team identify and balance the physical, mental, and emotional elements critical to sustainable leadership.
During the offsite, the wellbeing coach led exercises that fostered openness and vulnerability. Team members shared life experiences and personal traits that shaped them as leaders, exploring both their strengths and areas of vulnerability. According to Kim, this deep self-reflection was a critical step in building a supportive team environment. "We discussed what makes us resilient and what makes us vulnerable," she explains. “It was an emotional journey, but it helped everyone understand the importance of supporting each other, especially during high-stress times.”
Activities ranged from mindfulness walks in nature, where the team practiced grounding exercises like walking barefoot, to practical wellbeing tips like drinking more water and incorporating mindful breaks into their routines. The coach emphasised that while deadlines and responsibilities would always exist, taking mindful pauses could help everyone approach challenges with a calm, focused mindset.
After the offsite, the focus on wellbeing didn’t end. Kim introduced an ongoing virtual support system through a dedicated Energy for Leadership Google Chat group. The coach used this platform to check in regularly, share motivational content, and assign activities that reinforced the mindfulness practices from their offsite. Team members shared personal reflections, wellness goals, and updates on their energy levels. The coach would also join the team’s monthly meetings for a 30-minute session to help them reset and reflect, keeping the focus on self-care and team support as they navigated daily work pressures.
Kim notes that these check-ins became an invaluable resource for her team, encouraging them to prioritise self-care amidst their demanding roles. “The team is incredibly engaged with the chat,” she admits. “They share wellness insights, photos from their nature walks, and updates on how they’re managing stress. This support system has really kept our wellbeing practices alive beyond their time together.”
The results of this program have been profound. While burnout remains a challenge in HR, Kim has observed a significant shift in her team’s approach to managing stress and staying resilient. The “Energy for Leadership” program has fostered a culture of transparency, where team members feel empowered to express their needs, seek support, and take proactive steps to manage their energy. As Kim puts it, “We’ll always have things to do, but it’s how we show up every day that makes the difference.”
By prioritising wellbeing through consistent, structured support, Kim has created a model that other organisations could replicate. Her advice to other HR leaders: invest in resources that go beyond quick fixes. A sustained approach to wellbeing, supported by professional guidance, is essential to fostering a resilient HR team that can thrive despite the pressures of their roles.
creating a sustainable and supportive HR environment
In addition to sustained wellbeing initiatives, Kim focuses on the importance of clear prioritisation strategies. She emphasises that while the demands in HR will never disappear, the key is in how the team approaches each day. For Kim, this means fostering a culture where personal wellbeing and professional responsibilities are equally prioritised.
A critical part of this approach is promoting open communication around workloads and personal boundaries. Kim encourages her team to speak up when demands become high and to explore alternative solutions when possible. “It’s vital for HR teams to feel empowered to say no or propose adjustments, especially in high-pressure periods,” she notes. This open dialogue has helped her team manage expectations realistically, balancing the needs of the organisation with their own capacity to thrive.
Veolia also reinforces wellbeing with dedicated resources and programs aimed at building resilience across the organisation. Kim’s team, for instance, has access to tools and strategies that foster a mindful approach to stress and mental health, with initiatives that help employees maintain a sustainable pace even through challenging periods. By embedding these practices into the team’s culture, Kim has established a foundation for long-term wellbeing that supports both her HR professionals and the wider workforce.
leadership’s role in promoting wellbeing and resilience
Kim’s advice for HR professionals echoes the oxygen mask analogy: self-care is paramount. “If we don’t look after ourselves, we can’t effectively support others,” she explains. For Kim, leading by example is essential in fostering a culture of wellbeing. By openly sharing her own challenges and focusing on her physical health, she models vulnerability and resilience. “This year, I’ve prioritised my physical strength and health with regular training, which keeps me more alert and balanced,” she shares. She believes in encouraging her team to do the same, providing them with the space to recharge and the permission to express their needs.
the road ahead: building resilience in HR
Burnout in HR is an ongoing challenge, but as Kim’s experience shows, a proactive, supportive approach can make all the difference. By prioritising wellbeing, fostering open conversations, and leveraging both internal and external support, organisations can build resilience within their HR teams. “It’s about creating the right foundation and allowing everyone to own their wellbeing journey,” Kim concludes. With the right support, HR professionals can continue to drive positive change in their organisations—without compromising their own health.
