🕷️ Crawler Inspector

URL Lookup

Direct Parameter Lookup

Raw Queries and Responses

1. Shard Calculation

Query:

Response:

Calculated Shard: 102 (from laksa043)

2. Crawled Status Check

Query:

curl -X POST \
  'http://laksa102.int.ahrefs:8124/' \
  -H 'Content-Type: text/plain' \
  -H 'X-ClickHouse-Database: crawler3' \
  -H 'Authorization: Basic YXBpOg==' \
  -d 'SELECT getAhrefsURLFromUnparsed(src_unparsed) AS found_url, ifNull(toUnixTimestamp(download_stamp), 0) AS crawl_time, ifNull(toUnixTimestamp(props_url_first_seen), 0) AS first_indexed_time, download_http_code AS http_code, src_unparsed AS src_unparsed, src_root_hash AS src_root_hash, history_drop_reason AS history_drop_reason, meta_title AS meta_title, meta_descriptions AS meta_descriptions, attrs_boilerpipe_text AS attrs_boilerpipe_text, attrs_markdown AS attrs_markdown, attrs_readable_markdown AS attrs_readable_markdown, meta_canonical AS meta_canonical FROM crawler3.page_info_local FINAL PREWHERE (src_root_hash, src_unparsed) IN ((getAhrefsRootHashFromUnparsed(getAhrefsUnparsedNoserviceFromURL(\'https://cpa.ca/psychology-works-fact-sheet-workplace-burnout/\')), getAhrefsUnparsedNoserviceFromURL(\'https://cpa.ca/psychology-works-fact-sheet-workplace-burnout/\'))) FORMAT JSONEachRow'

Response:

{"found_url":"https:\/\/cpa.ca\/psychology-works-fact-sheet-workplace-burnout\/","crawl_time":1776089880,"first_indexed_time":1625265547,"http_code":200,"src_unparsed":"ca,cpa!\/psychology-works-fact-sheet-workplace-burnout\/ s443","src_root_hash":"150361326673789902","history_drop_reason":null,"meta_title":"“Psychology Works” Fact Sheet: Workplace Burnout - Canadian Psychological Association","meta_descriptions":["What is Burnout? Chances are you have said or thought to yourself “I’m burned out!” at some point. In everyday life, we often use the term burnout to mean that we are “exhausted” or “wiped out” or to refer to “exhaustion of physical or emotional strength or motivation, usually as a result of prolonged stress"],"attrs_boilerpipe_text":"What is Burnout?\nChances are you have said or thought to yourself “I’m burned out!” at some point. In everyday life, we often use the term burnout to mean that we are “exhausted” or “wiped out” or to refer to “exhaustion of physical or emotional strength or motivation, usually as a result of prolonged stress or frustration” (Merriam-Webster Dictionary). But in psychological research, burnout refers to more than just exhaustion. The term\nburnout\nis used to describe a group of signs and symptoms that consistently occur together and are caused by chronic workplace stress. Different uses of the same word can make things hard to understand – especially since even the terms themselves vary across sources – burnt out, burned out, burnout. Adding to the confusion, the term burnout appears in The International Classification of Diseases – 11\nth\nEdition (ICD-11) but it is not classified as a disease or a medical condition. In 2019, the World Health Organization identified burnout as an “occupational phenomenon” – something due to the conditions of work.\nBurnout is defined in ICD-11 as: “a syndrome conceptualized as resulting from chronic workplace stress that has not been successfully managed. It is characterized by three dimensions:\nfeelings of energy depletion or exhaustion;\nincreased mental distance from one’s job, or feelings of negativism or cynicism related to one’s job; and\nreduced professional efficacy.\nBurnout refers specifically to the work environment and should not be applied to describe experiences in other areas of life.”\nResearchers have identified\nexhaustion, cynicism\nand\ninefficacy\nas three key dimensions of the burnout experience. We all feel wiped out from time to time but if you are experiencing burnout, the exhaustion is overwhelming – you feel tired almost all of the time, both physically and emotionally. You will also perceive an increased mental distance or detachment from your job, or have a lot of negative and cynical thoughts related to your job. You may feel you dislike a job you previously were passionate about – and this lower engagement itself starts to feel frustrating. It will also be harder to work – you may notice a lower sense of efficacy (ability to produce a desired or intended result) and reduced productivity, accomplishment or ability to cope with the demands of your job. Everything feels overwhelming and the effects ripple into our personal lives.\nIt is important to keep in mind that burnout is\nnot\njust an individual problem. Burnout is the result of multiple factors from the work environment. We experience stress when the job demands we face – physical, emotional, or otherwise – are greater than the job resources we have. Think about a campfire – if there is no wood to put on the fire and it’s pouring rain – it’s going to be hard to keep that fire going.\nNo one wants or chooses the experience of burnout. People would prefer to be engaged and have enough resources to keep up with the demands of work and their day-to-day lives.\nHow do you know if you are experiencing burnout?\nBurnout often has an insidious onset – meaning it gradually emerges over time.\nThe stage for burnout is set by workplace stress. When job demands outweigh job resources, workers experience stress. When this stress goes on for a long time, or becomes chronic workplace stress, people may experience burnout. People experiencing burnout may notice changes in thoughts, behaviour, emotions, motivation, and bodily sensations. Some signs and symptoms associated with burnout can be found below.\nEmotions & Motivations\nThoughts\nBehaviour\nBody\/Physical\nLoss of motivation about work; low excitement and engagement\nDecreased job satisfaction\nIrritability, frustration, anger\nAnxiety, worry, insecurity\nFeeling alone in the world; desire to isolate oneself\nFeelings of incompetence and failure; drop in self-confidence\nNegative thoughts related to one’s job\nIncreased focus on errors, mistakes and failures\nCynicism about others’ intentions\nIncreased mental distance or detachment from one’s job\nNegative or inappropriate attitudes towards clients, customers or colleagues\nLoss of idealism; increased intention to leave the job\nDifficulties with concentration, memory, judgment, decision-making\nDifficulty producing the results you want or intend at work\nLower productivity or accomplishment; inefficiency\nProcrastination\nWithdrawal and social isolation\nAbsenteeism, Presenteeism\nPersistent fatigue and exhaustion; feeling tired most of the time; low energy; feeling “worn out”\nPain (e.g., headaches, backaches); sore muscles\nIncreased susceptibility to cold, flus and infections\nSleep problems (e.g., difficulty falling or staying asleep, or early morning awakenings)\nGastrointestinal symptoms (e.g., digestive problems, ulcers); irritable bowel symptoms (e.g., abdominal pain, cramping); changes in appetite or weight\nSkin problems (e.g., hives, eczema)\nWorkplace Burnout can be confused with some other mental health and stress related problems such as Trauma and Stress-Related disorders, Mood disorders such as Major Depression, and Anxiety Disorders. For more information on these issues, check out the related factsheets at\nhttps:\/\/cpa.ca\/psychologyfactsheets\/\n.\nWhat causes burnout?\nThere are many different ideas about what causes burnout but most researchers agree that chronic work stress is a significant factor. Burnout is more likely to occur when job demands outweigh job resources.\nResearchers also agree that both situational and individual factors may contribute or increase the likelihood of an individual developing burnout.\nA number of risk factors for contributing to burnout have been identified:\nIndividual risk factors\nDemonstrating perfectionism in every aspect of one’s work, without considering priorities\nPlacing too much importance on work (e.g., work as sole focus of life)\nLow self-esteem, cognitive rigidity, emotional instability and external locus of control\nCertain personal situations (e.g., major family responsibilities) disrupting work-life balance\nDifficulties in setting limits and boundaries (leading to work-life imbalance)\nHaving high expectations of oneself and heightened professional conscience\nDifficulty delegating or working with a team in a stressful environment\nInadequate adaptation strategies (dependence, poor time management, high need for support, unwise lifestyle habits, difficult interpersonal relationships)\nA highly driven, ‘A-type’ personality that is high in competitiveness and need for control\nSituational risk factors\nWork overload\nLack of control\nand inability to participate in decisions related to the way one’s work is done.\nInsufficient reward\nand recognition (e.g., financial compensation, esteem, respect) can be devaluing and heighten feelings of inefficacy.\n“Toxic” Community\nwhere work relationships are characterized by unresolved conflict, lack of psychological support, poor communication, and mistrust.\nUnfair treatment\nor incivility and disrespect can lead to cynicism, anger and hostility.\nValues\nconflicts\non the job, where there is a gap between personal and organizational values, can create stress as workers must make a trade-off between their beliefs and work they have to do.\nPoorly defined responsibilities, ambiguous roles, and difficult schedules have also been identified as stressful when the situation persists.\nWhat helps people with burnout?\nThe best practice approaches for burnout are multi-faceted, involving a high focus on self-care strategies for the individual, and reducing work environment stressors.\nBurnout interventions should focus on both:\nthe\nindividual\n(e.g., increase employees’ psychological resources and enhance coping; providing rest and respite from demands; enhancing the use of self-care strategies), and\nthe\nenvironment\n(e.g., change the occupational context and reducing sources of stress, primarily related to work demands).\nThere is more research on individual strategies than on environmental or organizational strategies. However, there is research evidence for the primary role of situational factors and it appears that individual-focused interventions are not sufficient to tackle severe burnout. Workplace stressors also need to be considered and addressed.\nHow can you prevent or deal with burnout?\nFor individuals\nChange work patterns (e.g., work less, take more breaks, avoid overtime)\nDevelop coping skills (e.g., time management)\nImprove interpersonal effectiveness skills (e.g., assertiveness and conflict resolution skills)\nPrioritize self-care (e.g., exercise, eat healthy, get enough sleep)\nPractice relaxation, meditation and\/or mindfulness strategies\nObtain social support (from colleagues and family)\nChange the way you think about your work (e.g., using Cognitive Behaviour Therapy)\nEnhance self-understanding through psychotherapy\nEnhance emotional intelligence skills (e.g., self-awareness and self-regulation of emotions, as well as other awareness)\nFor organizations\nEnsure employees have a sustainable and manageable workload – where demands are realistic.\nInvolve employees in decisions that affect their work tasks so they have some opportunity to exercise professional autonomy and control\/ability to access the resources necessary to do an effective job.\nRecognize and reward employees for work well done.\nBuild a healthy community where employees have positive relationships and social support. Develop communication and conflict resolution skills so employees have effective ways of working out disagreements.\nDevelop fair and equitable organizational policies. Treat employees with appropriate respect.\nDefine organizational\nvalues\n, job goals and expectations.\nPromote good health (including mental health) and fitness\nHow can psychologists help people with burnout?\nPsychologists\neducate workplaces\n(leaders and employees) about burnout so they understand what it is and how to handle it, via all-team or leadership-specific workshops and professional development sessions.\nPsychologists can also conduct\nassessments\non individuals to help figure out if they are experiencing burnout and develop a plan for addressing it. Psychologists can help workplaces identify organizational factors that may be contributing to stress and burnout.\nPsychologists can help you\nbuild individual skills\n, such as coping, stress management, time management, and emotional intelligence. Psychologists can help organizations develop programs for improving employee engagement, reducing stress, and preventing burnout.\nPsychologists engage in\nresearch\nto help us better understand burnout and develop the best strategies for preventing and treating it.\nFinally, Psychologists can\nadvocate\nfor people experiencing burnout.\nFor more information:\nYou can consult with a registered psychologist\n to find out if psychological interventions might be of help to you. Provincial, territorial and some municipal associations of psychology often maintain referral services. For the names and coordinates of provincial and territorial associations of psychology, go to\nhttps:\/\/cpa.ca\/public\/whatisapsychologist\/PTassociations\/\n.\nYou can find additional\ninformation and free self-help resources\non mental health in the workplace and burnout at:\nWorkplace Strategies for Mental Health (workplacestrategiesformentalhealth.com)\nCSA National Standard for Psychological Health & Safety in the Workplace (\nhttps:\/\/store.csagroup.org\/ccrz__CCPage?pagekey=content&contentkey=Z1003HealthandSaftey_EN\n)\nWorld Health Organization\nhttps:\/\/www.who.int\/mental_health\/in_the_workplace\/en\/\nMental Health Commission of Canada (\nhttps:\/\/www.mentalhealthcommission.ca\/English\/what-we-do\/workplace\n)\nSante mentale en milieu de travail:\nhttps:\/\/www.mentalhealthcommission.ca\/Francais\/ce-que-nous-faisons\/sante-mentale-en-milieu-de-travail\nhttps:\/\/www.who.int\/mental_health\/in_the_workplace\/fr\/\nhttps:\/\/www.who.int\/mental_health\/evidence\/\/fr\/\nThis fact sheet has been prepared for the Canadian Psychological Association by\nDr. Melanie Badali, Registered Psychologist at the North Shore Stress and Anxiety Clinic, and Dr. Joti Samra, Registered Psychologist, CEO and Founder of MyWorkPlaceHealth.\nDate:  May 17, 2021\nYour opinion matters! Please contact us with any questions or comments about any of the Psychology Works Fact Sheets:  \nfactsheets@cpa.ca\nCanadian Psychological Association\nTel: 613-237-2144\nToll free (in Canada): 1-888-472-0657","attrs_markdown":"[Skip to content](https:\/\/cpa.ca\/psychology-works-fact-sheet-workplace-burnout\/#content)\n\n[![Canadian Psychological Association](data:image\/svg+xml,%3Csvg%20xmlns='http:\/\/www.w3.org\/2000\/svg'%20viewBox='0%200%20900%20357'%3E%3C\/svg%3E)](https:\/\/cpa.ca\/)\n\n[Canadian Psychological Association](https:\/\/cpa.ca\/)\n\nThe national voice for psychology in Canada\n\n- [Member Login](https:\/\/secure.cpa.ca\/apps\/Membership?returnUrl=%2Fapps%2FPages%2Fmy-profile)\n- [Join](https:\/\/cpa.ca\/membership\/becomeamemberofcpa\/)\n- [Renew](https:\/\/cpa.ca\/membership\/renewal\/)\n- [Contact](https:\/\/cpa.ca\/contact\/)\n- [Français](https:\/\/cpa.ca\/fr\/psychology-works-fact-sheet-workplace-burnout\/ \"Switch to Français\")\n\n- [Member Login](https:\/\/secure.cpa.ca\/apps\/Membership?returnUrl=%2Fapps%2FPages%2Fmy-profile)\n- [Join](https:\/\/cpa.ca\/membership\/becomeamemberofcpa\/)\n- [Renew](https:\/\/cpa.ca\/membership\/renewal\/)\n- [Contact](https:\/\/cpa.ca\/contact\/)\n- [Français](https:\/\/cpa.ca\/fr\/psychology-works-fact-sheet-workplace-burnout\/ \"Switch to Français\")\n\n- [Who We Are](https:\/\/cpa.ca\/who-we-are\/)\n  - 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[Insurance](https:\/\/cpa.ca\/insurance\/)\n  - [Advertise with CPA](https:\/\/cpa.ca\/advertisewithcpa\/)\n  - [Web-Based Continuing Education Courses](https:\/\/cpa.ca\/professionaldevelopment\/webcourses\/)\n  - [“Psychology Works” Fact Sheets](https:\/\/cpa.ca\/psychologyfactsheets\/)\n    - [“Psychology Works” Fact Sheet Videos](https:\/\/cpa.ca\/factsheetvideos\/)\n  - [CPA Awards](https:\/\/cpa.ca\/aboutcpa\/cpaawards\/)\n  - [CPA Annual Conventions](https:\/\/cpa.ca\/cpaconventions\/)\n  - [Podcasts and Profiles](https:\/\/cpa.ca\/podcasts-and-profiles\/)\n\n# “Psychology Works” Fact Sheet: Workplace Burnout\nPosted on\n\n[July 2, 2021July 18, 2023](https:\/\/cpa.ca\/psychology-works-fact-sheet-workplace-burnout\/)\n\nby [CPA Webmaster](https:\/\/cpa.ca\/author\/timbleeker\/)\n\n## What is Burnout?\nChances are you have said or thought to yourself “I’m burned out!” at some point. In everyday life, we often use the term burnout to mean that we are “exhausted” or “wiped out” or to refer to “exhaustion of physical or emotional strength or motivation, usually as a result of prolonged stress or frustration” (Merriam-Webster Dictionary). But in psychological research, burnout refers to more than just exhaustion. The term ***burnout*** is used to describe a group of signs and symptoms that consistently occur together and are caused by chronic workplace stress. Different uses of the same word can make things hard to understand – especially since even the terms themselves vary across sources – burnt out, burned out, burnout. Adding to the confusion, the term burnout appears in The International Classification of Diseases – 11th Edition (ICD-11) but it is not classified as a disease or a medical condition. In 2019, the World Health Organization identified burnout as an “occupational phenomenon” – something due to the conditions of work.\n\nBurnout is defined in ICD-11 as: “a syndrome conceptualized as resulting from chronic workplace stress that has not been successfully managed. It is characterized by three dimensions:\n\n1. feelings of energy depletion or exhaustion;\n2. increased mental distance from one’s job, or feelings of negativism or cynicism related to one’s job; and\n3. reduced professional efficacy.\n\nBurnout refers specifically to the work environment and should not be applied to describe experiences in other areas of life.”\n\nResearchers have identified **exhaustion, cynicism** and **inefficacy** as three key dimensions of the burnout experience. We all feel wiped out from time to time but if you are experiencing burnout, the exhaustion is overwhelming – you feel tired almost all of the time, both physically and emotionally. You will also perceive an increased mental distance or detachment from your job, or have a lot of negative and cynical thoughts related to your job. You may feel you dislike a job you previously were passionate about – and this lower engagement itself starts to feel frustrating. It will also be harder to work – you may notice a lower sense of efficacy (ability to produce a desired or intended result) and reduced productivity, accomplishment or ability to cope with the demands of your job. Everything feels overwhelming and the effects ripple into our personal lives.\n\nIt is important to keep in mind that burnout is ***not*** just an individual problem. Burnout is the result of multiple factors from the work environment. We experience stress when the job demands we face – physical, emotional, or otherwise – are greater than the job resources we have. Think about a campfire – if there is no wood to put on the fire and it’s pouring rain – it’s going to be hard to keep that fire going.\n\nNo one wants or chooses the experience of burnout. People would prefer to be engaged and have enough resources to keep up with the demands of work and their day-to-day lives.\n\n## How do you know if you are experiencing burnout?\nBurnout often has an insidious onset – meaning it gradually emerges over time.\n\nThe stage for burnout is set by workplace stress. When job demands outweigh job resources, workers experience stress. When this stress goes on for a long time, or becomes chronic workplace stress, people may experience burnout. People experiencing burnout may notice changes in thoughts, behaviour, emotions, motivation, and bodily sensations. Some signs and symptoms associated with burnout can be found below.\n\n|   |   |   |   |\n|---|---|---|---|\n| ***Emotions & Motivations*** | ***Thoughts*** | ***Behaviour*** | ***Body\/Physical*** |\n| Loss of motivation about work; low excitement and engagement Decreased job satisfaction Irritability, frustration, anger Anxiety, worry, insecurity Feeling alone in the world; desire to isolate oneself Feelings of incompetence and failure; drop in self-confidence | Negative thoughts related to one’s job Increased focus on errors, mistakes and failures Cynicism about others’ intentions Increased mental distance or detachment from one’s job Negative or inappropriate attitudes towards clients, customers or colleagues Loss of idealism; increased intention to leave the job Difficulties with concentration, memory, judgment, decision-making | Difficulty producing the results you want or intend at work Lower productivity or accomplishment; inefficiency Procrastination Withdrawal and social isolation Absenteeism, Presenteeism | Persistent fatigue and exhaustion; feeling tired most of the time; low energy; feeling “worn out” Pain (e.g., headaches, backaches); sore muscles Increased susceptibility to cold, flus and infections Sleep problems (e.g., difficulty falling or staying asleep, or early morning awakenings) Gastrointestinal symptoms (e.g., digestive problems, ulcers); irritable bowel symptoms (e.g., abdominal pain, cramping); changes in appetite or weight Skin problems (e.g., hives, eczema) |\n\nWorkplace Burnout can be confused with some other mental health and stress related problems such as Trauma and Stress-Related disorders, Mood disorders such as Major Depression, and Anxiety Disorders. For more information on these issues, check out the related factsheets at <https:\/\/cpa.ca\/psychologyfactsheets\/>.\n\n## What causes burnout?\nThere are many different ideas about what causes burnout but most researchers agree that chronic work stress is a significant factor. Burnout is more likely to occur when job demands outweigh job resources.\n\nResearchers also agree that both situational and individual factors may contribute or increase the likelihood of an individual developing burnout.\n\nA number of risk factors for contributing to burnout have been identified:\n\n### Individual risk factors\n- Demonstrating perfectionism in every aspect of one’s work, without considering priorities\n- Placing too much importance on work (e.g., work as sole focus of life)\n- Low self-esteem, cognitive rigidity, emotional instability and external locus of control\n- Certain personal situations (e.g., major family responsibilities) disrupting work-life balance\n- Difficulties in setting limits and boundaries (leading to work-life imbalance)\n- Having high expectations of oneself and heightened professional conscience\n- Difficulty delegating or working with a team in a stressful environment\n- Inadequate adaptation strategies (dependence, poor time management, high need for support, unwise lifestyle habits, difficult interpersonal relationships)\n- A highly driven, ‘A-type’ personality that is high in competitiveness and need for control\n### Situational risk factors\n- **Work overload**\n- **Lack of control** and inability to participate in decisions related to the way one’s work is done.\n- **Insufficient reward** and recognition (e.g., financial compensation, esteem, respect) can be devaluing and heighten feelings of inefficacy.\n- **“Toxic” Community** where work relationships are characterized by unresolved conflict, lack of psychological support, poor communication, and mistrust.\n- **Unfair treatment** or incivility and disrespect can lead to cynicism, anger and hostility.\n- **Values** **conflicts** on the job, where there is a gap between personal and organizational values, can create stress as workers must make a trade-off between their beliefs and work they have to do.\n- Poorly defined responsibilities, ambiguous roles, and difficult schedules have also been identified as stressful when the situation persists.\n## What helps people with burnout?\nThe best practice approaches for burnout are multi-faceted, involving a high focus on self-care strategies for the individual, and reducing work environment stressors.\n\nBurnout interventions should focus on both:\n\n- the **individual** (e.g., increase employees’ psychological resources and enhance coping; providing rest and respite from demands; enhancing the use of self-care strategies), and\n- the **environment** (e.g., change the occupational context and reducing sources of stress, primarily related to work demands).\n\nThere is more research on individual strategies than on environmental or organizational strategies. However, there is research evidence for the primary role of situational factors and it appears that individual-focused interventions are not sufficient to tackle severe burnout. Workplace stressors also need to be considered and addressed.\n\n## How can you prevent or deal with burnout?\n### For individuals\n- Change work patterns (e.g., work less, take more breaks, avoid overtime)\n- Develop coping skills (e.g., time management)\n- Improve interpersonal effectiveness skills (e.g., assertiveness and conflict resolution skills)\n- Prioritize self-care (e.g., exercise, eat healthy, get enough sleep)\n- Practice relaxation, meditation and\/or mindfulness strategies\n- Obtain social support (from colleagues and family)\n- Change the way you think about your work (e.g., using Cognitive Behaviour Therapy)\n- Enhance self-understanding through psychotherapy\n- Enhance emotional intelligence skills (e.g., self-awareness and self-regulation of emotions, as well as other awareness)\n### *For organizations*\n- Ensure employees have a sustainable and manageable workload – where demands are realistic.\n- Involve employees in decisions that affect their work tasks so they have some opportunity to exercise professional autonomy and control\/ability to access the resources necessary to do an effective job.\n- Recognize and reward employees for work well done.\n- Build a healthy community where employees have positive relationships and social support. Develop communication and conflict resolution skills so employees have effective ways of working out disagreements.\n- Develop fair and equitable organizational policies. Treat employees with appropriate respect.\n- Define organizational **values**, job goals and expectations.\n- Promote good health (including mental health) and fitness\n## How can psychologists help people with burnout?\nPsychologists ***educate workplaces*** (leaders and employees) about burnout so they understand what it is and how to handle it, via all-team or leadership-specific workshops and professional development sessions.\n\nPsychologists can also conduct ***assessments*** on individuals to help figure out if they are experiencing burnout and develop a plan for addressing it. Psychologists can help workplaces identify organizational factors that may be contributing to stress and burnout.\n\nPsychologists can help you ***build individual skills***, such as coping, stress management, time management, and emotional intelligence. Psychologists can help organizations develop programs for improving employee engagement, reducing stress, and preventing burnout.\n\nPsychologists engage in ***research*** to help us better understand burnout and develop the best strategies for preventing and treating it.\n\nFinally, Psychologists can ***advocate*** for people experiencing burnout.\n\n## For more information:\n**You can consult with a registered psychologist** to find out if psychological interventions might be of help to you. Provincial, territorial and some municipal associations of psychology often maintain referral services. For the names and coordinates of provincial and territorial associations of psychology, go to <https:\/\/cpa.ca\/public\/whatisapsychologist\/PTassociations\/>.\n\nYou can find additional **information and free self-help resources** on mental health in the workplace and burnout at:\n\n- Workplace Strategies for Mental Health (workplacestrategiesformentalhealth.com)\n- CSA National Standard for Psychological Health & Safety in the Workplace (<https:\/\/store.csagroup.org\/ccrz__CCPage?pagekey=content&contentkey=Z1003HealthandSaftey_EN>)\n- World Health Organization <https:\/\/www.who.int\/mental_health\/in_the_workplace\/en\/>\n- Mental Health Commission of Canada (<https:\/\/www.mentalhealthcommission.ca\/English\/what-we-do\/workplace>)\n\nSante mentale en milieu de travail:\n\n- <https:\/\/www.mentalhealthcommission.ca\/Francais\/ce-que-nous-faisons\/sante-mentale-en-milieu-de-travail>\n- [https:\/\/www.who.int\/mental\\_health\/in\\_the\\_workplace\/fr\/](https:\/\/www.who.int\/teams\/mental-health-and-substance-use\/promotion-prevention\/mental-health-in-the-workplace)\n- https:\/\/www.who.int\/mental\\_health\/evidence\/\/fr\/\n\nThis fact sheet has been prepared for the Canadian Psychological Association by *Dr. Melanie Badali, Registered Psychologist at the North Shore Stress and Anxiety Clinic, and Dr. Joti Samra, Registered Psychologist, CEO and Founder of MyWorkPlaceHealth.*\n\nDate: May 17, 2021\n\nYour opinion matters! Please contact us with any questions or comments about any of the Psychology Works Fact Sheets: [factsheets@cpa.ca](mailto:factsheets@cpa.ca)\n\nCanadian Psychological Association\n\nTel: 613-237-2144  \n Toll free (in Canada): 1-888-472-0657\n\nPosted in [Fact Sheets](https:\/\/cpa.ca\/category\/factsheets\/)\n\n## Post navigation\n[2022 Pre-Budget Consultation Process (August, 2021)](https:\/\/cpa.ca\/2021-pre-budget-consultation-process-august-2021\/)\n\n- [About CPA](https:\/\/cpa.ca\/aboutcpa\/)\n- [Privacy](https:\/\/cpa.ca\/privacy\/)\n- [Site Navigation](https:\/\/cpa.ca\/?page_id=60)\n- [Contact CPA](https:\/\/cpa.ca\/contact\/)\n- [Terms of Use](https:\/\/cpa.ca\/wp-content\/uploads\/2017\/10\/Web_Site_Terms-20110707.pdf)\n- [Sitemap](https:\/\/cpa.ca\/sitemap\/)\n- [English](https:\/\/cpa.ca\/psychology-works-fact-sheet-workplace-burnout\/)\n- [Français](https:\/\/cpa.ca\/fr\/psychology-works-fact-sheet-workplace-burnout\/ \"Switch to Français\")\n\nWebsite designed by [Tache Marketing](http:\/\/tachemarketing.com\/).","attrs_readable_markdown":"## What is Burnout?\nChances are you have said or thought to yourself “I’m burned out!” at some point. In everyday life, we often use the term burnout to mean that we are “exhausted” or “wiped out” or to refer to “exhaustion of physical or emotional strength or motivation, usually as a result of prolonged stress or frustration” (Merriam-Webster Dictionary). But in psychological research, burnout refers to more than just exhaustion. The term ***burnout*** is used to describe a group of signs and symptoms that consistently occur together and are caused by chronic workplace stress. Different uses of the same word can make things hard to understand – especially since even the terms themselves vary across sources – burnt out, burned out, burnout. Adding to the confusion, the term burnout appears in The International Classification of Diseases – 11th Edition (ICD-11) but it is not classified as a disease or a medical condition. In 2019, the World Health Organization identified burnout as an “occupational phenomenon” – something due to the conditions of work.\n\nBurnout is defined in ICD-11 as: “a syndrome conceptualized as resulting from chronic workplace stress that has not been successfully managed. It is characterized by three dimensions:\n\n1. feelings of energy depletion or exhaustion;\n2. increased mental distance from one’s job, or feelings of negativism or cynicism related to one’s job; and\n3. reduced professional efficacy.\n\nBurnout refers specifically to the work environment and should not be applied to describe experiences in other areas of life.”\n\nResearchers have identified **exhaustion, cynicism** and **inefficacy** as three key dimensions of the burnout experience. We all feel wiped out from time to time but if you are experiencing burnout, the exhaustion is overwhelming – you feel tired almost all of the time, both physically and emotionally. You will also perceive an increased mental distance or detachment from your job, or have a lot of negative and cynical thoughts related to your job. You may feel you dislike a job you previously were passionate about – and this lower engagement itself starts to feel frustrating. It will also be harder to work – you may notice a lower sense of efficacy (ability to produce a desired or intended result) and reduced productivity, accomplishment or ability to cope with the demands of your job. Everything feels overwhelming and the effects ripple into our personal lives.\n\nIt is important to keep in mind that burnout is ***not*** just an individual problem. Burnout is the result of multiple factors from the work environment. We experience stress when the job demands we face – physical, emotional, or otherwise – are greater than the job resources we have. Think about a campfire – if there is no wood to put on the fire and it’s pouring rain – it’s going to be hard to keep that fire going.\n\nNo one wants or chooses the experience of burnout. People would prefer to be engaged and have enough resources to keep up with the demands of work and their day-to-day lives.\n\n## How do you know if you are experiencing burnout?\nBurnout often has an insidious onset – meaning it gradually emerges over time.\n\nThe stage for burnout is set by workplace stress. When job demands outweigh job resources, workers experience stress. When this stress goes on for a long time, or becomes chronic workplace stress, people may experience burnout. People experiencing burnout may notice changes in thoughts, behaviour, emotions, motivation, and bodily sensations. Some signs and symptoms associated with burnout can be found below.\n\n|   |   |   |   |\n|---|---|---|---|\n| ***Emotions & Motivations*** | ***Thoughts*** | ***Behaviour*** | ***Body\/Physical*** |\n| Loss of motivation about work; low excitement and engagement Decreased job satisfaction Irritability, frustration, anger Anxiety, worry, insecurity Feeling alone in the world; desire to isolate oneself Feelings of incompetence and failure; drop in self-confidence | Negative thoughts related to one’s job Increased focus on errors, mistakes and failures Cynicism about others’ intentions Increased mental distance or detachment from one’s job Negative or inappropriate attitudes towards clients, customers or colleagues Loss of idealism; increased intention to leave the job Difficulties with concentration, memory, judgment, decision-making | Difficulty producing the results you want or intend at work Lower productivity or accomplishment; inefficiency Procrastination Withdrawal and social isolation Absenteeism, Presenteeism | Persistent fatigue and exhaustion; feeling tired most of the time; low energy; feeling “worn out” Pain (e.g., headaches, backaches); sore muscles Increased susceptibility to cold, flus and infections Sleep problems (e.g., difficulty falling or staying asleep, or early morning awakenings) Gastrointestinal symptoms (e.g., digestive problems, ulcers); irritable bowel symptoms (e.g., abdominal pain, cramping); changes in appetite or weight Skin problems (e.g., hives, eczema) |\n\nWorkplace Burnout can be confused with some other mental health and stress related problems such as Trauma and Stress-Related disorders, Mood disorders such as Major Depression, and Anxiety Disorders. For more information on these issues, check out the related factsheets at <https:\/\/cpa.ca\/psychologyfactsheets\/>.\n\n## What causes burnout?\nThere are many different ideas about what causes burnout but most researchers agree that chronic work stress is a significant factor. Burnout is more likely to occur when job demands outweigh job resources.\n\nResearchers also agree that both situational and individual factors may contribute or increase the likelihood of an individual developing burnout.\n\nA number of risk factors for contributing to burnout have been identified:\n\n### Individual risk factors\n- Demonstrating perfectionism in every aspect of one’s work, without considering priorities\n- Placing too much importance on work (e.g., work as sole focus of life)\n- Low self-esteem, cognitive rigidity, emotional instability and external locus of control\n- Certain personal situations (e.g., major family responsibilities) disrupting work-life balance\n- Difficulties in setting limits and boundaries (leading to work-life imbalance)\n- Having high expectations of oneself and heightened professional conscience\n- Difficulty delegating or working with a team in a stressful environment\n- Inadequate adaptation strategies (dependence, poor time management, high need for support, unwise lifestyle habits, difficult interpersonal relationships)\n- A highly driven, ‘A-type’ personality that is high in competitiveness and need for control\n### Situational risk factors\n- **Work overload**\n- **Lack of control** and inability to participate in decisions related to the way one’s work is done.\n- **Insufficient reward** and recognition (e.g., financial compensation, esteem, respect) can be devaluing and heighten feelings of inefficacy.\n- **“Toxic” Community** where work relationships are characterized by unresolved conflict, lack of psychological support, poor communication, and mistrust.\n- **Unfair treatment** or incivility and disrespect can lead to cynicism, anger and hostility.\n- **Values** **conflicts** on the job, where there is a gap between personal and organizational values, can create stress as workers must make a trade-off between their beliefs and work they have to do.\n- Poorly defined responsibilities, ambiguous roles, and difficult schedules have also been identified as stressful when the situation persists.\n## What helps people with burnout?\nThe best practice approaches for burnout are multi-faceted, involving a high focus on self-care strategies for the individual, and reducing work environment stressors.\n\nBurnout interventions should focus on both:\n\n- the **individual** (e.g., increase employees’ psychological resources and enhance coping; providing rest and respite from demands; enhancing the use of self-care strategies), and\n- the **environment** (e.g., change the occupational context and reducing sources of stress, primarily related to work demands).\n\nThere is more research on individual strategies than on environmental or organizational strategies. However, there is research evidence for the primary role of situational factors and it appears that individual-focused interventions are not sufficient to tackle severe burnout. Workplace stressors also need to be considered and addressed.\n\n## How can you prevent or deal with burnout?\n### For individuals\n- Change work patterns (e.g., work less, take more breaks, avoid overtime)\n- Develop coping skills (e.g., time management)\n- Improve interpersonal effectiveness skills (e.g., assertiveness and conflict resolution skills)\n- Prioritize self-care (e.g., exercise, eat healthy, get enough sleep)\n- Practice relaxation, meditation and\/or mindfulness strategies\n- Obtain social support (from colleagues and family)\n- Change the way you think about your work (e.g., using Cognitive Behaviour Therapy)\n- Enhance self-understanding through psychotherapy\n- Enhance emotional intelligence skills (e.g., self-awareness and self-regulation of emotions, as well as other awareness)\n### *For organizations*\n- Ensure employees have a sustainable and manageable workload – where demands are realistic.\n- Involve employees in decisions that affect their work tasks so they have some opportunity to exercise professional autonomy and control\/ability to access the resources necessary to do an effective job.\n- Recognize and reward employees for work well done.\n- Build a healthy community where employees have positive relationships and social support. Develop communication and conflict resolution skills so employees have effective ways of working out disagreements.\n- Develop fair and equitable organizational policies. Treat employees with appropriate respect.\n- Define organizational **values**, job goals and expectations.\n- Promote good health (including mental health) and fitness\n## How can psychologists help people with burnout?\nPsychologists ***educate workplaces*** (leaders and employees) about burnout so they understand what it is and how to handle it, via all-team or leadership-specific workshops and professional development sessions.\n\nPsychologists can also conduct ***assessments*** on individuals to help figure out if they are experiencing burnout and develop a plan for addressing it. Psychologists can help workplaces identify organizational factors that may be contributing to stress and burnout.\n\nPsychologists can help you ***build individual skills***, such as coping, stress management, time management, and emotional intelligence. Psychologists can help organizations develop programs for improving employee engagement, reducing stress, and preventing burnout.\n\nPsychologists engage in ***research*** to help us better understand burnout and develop the best strategies for preventing and treating it.\n\nFinally, Psychologists can ***advocate*** for people experiencing burnout.\n\n## For more information:\n**You can consult with a registered psychologist** to find out if psychological interventions might be of help to you. Provincial, territorial and some municipal associations of psychology often maintain referral services. For the names and coordinates of provincial and territorial associations of psychology, go to <https:\/\/cpa.ca\/public\/whatisapsychologist\/PTassociations\/>.\n\nYou can find additional **information and free self-help resources** on mental health in the workplace and burnout at:\n\n- Workplace Strategies for Mental Health (workplacestrategiesformentalhealth.com)\n- CSA National Standard for Psychological Health & Safety in the Workplace (<https:\/\/store.csagroup.org\/ccrz__CCPage?pagekey=content&contentkey=Z1003HealthandSaftey_EN>)\n- World Health Organization <https:\/\/www.who.int\/mental_health\/in_the_workplace\/en\/>\n- Mental Health Commission of Canada (<https:\/\/www.mentalhealthcommission.ca\/English\/what-we-do\/workplace>)\n\nSante mentale en milieu de travail:\n\n- <https:\/\/www.mentalhealthcommission.ca\/Francais\/ce-que-nous-faisons\/sante-mentale-en-milieu-de-travail>\n- [https:\/\/www.who.int\/mental\\_health\/in\\_the\\_workplace\/fr\/](https:\/\/www.who.int\/teams\/mental-health-and-substance-use\/promotion-prevention\/mental-health-in-the-workplace)\n- https:\/\/www.who.int\/mental\\_health\/evidence\/\/fr\/\n\nThis fact sheet has been prepared for the Canadian Psychological Association by *Dr. Melanie Badali, Registered Psychologist at the North Shore Stress and Anxiety Clinic, and Dr. Joti Samra, Registered Psychologist, CEO and Founder of MyWorkPlaceHealth.*\n\nDate: May 17, 2021\n\nYour opinion matters! Please contact us with any questions or comments about any of the Psychology Works Fact Sheets: [factsheets@cpa.ca](mailto:factsheets@cpa.ca)\n\nCanadian Psychological Association\n\nTel: 613-237-2144  \n Toll free (in Canada): 1-888-472-0657","meta_canonical":null}

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Meta Title	“Psychology Works” Fact Sheet: Workplace Burnout - Canadian Psychological Association
Meta Description	What is Burnout? Chances are you have said or thought to yourself “I’m burned out!” at some point. In everyday life, we often use the term burnout to mean that we are “exhausted” or “wiped out” or to refer to “exhaustion of physical or emotional strength or motivation, usually as a result of prolonged stress
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Boilerpipe Text	What is Burnout? Chances are you have said or thought to yourself “I’m burned out!” at some point. In everyday life, we often use the term burnout to mean that we are “exhausted” or “wiped out” or to refer to “exhaustion of physical or emotional strength or motivation, usually as a result of prolonged stress or frustration” (Merriam-Webster Dictionary). But in psychological research, burnout refers to more than just exhaustion. The term burnout is used to describe a group of signs and symptoms that consistently occur together and are caused by chronic workplace stress. Different uses of the same word can make things hard to understand – especially since even the terms themselves vary across sources – burnt out, burned out, burnout. Adding to the confusion, the term burnout appears in The International Classification of Diseases – 11 th Edition (ICD-11) but it is not classified as a disease or a medical condition. In 2019, the World Health Organization identified burnout as an “occupational phenomenon” – something due to the conditions of work. Burnout is defined in ICD-11 as: “a syndrome conceptualized as resulting from chronic workplace stress that has not been successfully managed. It is characterized by three dimensions: feelings of energy depletion or exhaustion; increased mental distance from one’s job, or feelings of negativism or cynicism related to one’s job; and reduced professional efficacy. Burnout refers specifically to the work environment and should not be applied to describe experiences in other areas of life.” Researchers have identified exhaustion, cynicism and inefficacy as three key dimensions of the burnout experience. We all feel wiped out from time to time but if you are experiencing burnout, the exhaustion is overwhelming – you feel tired almost all of the time, both physically and emotionally. You will also perceive an increased mental distance or detachment from your job, or have a lot of negative and cynical thoughts related to your job. You may feel you dislike a job you previously were passionate about – and this lower engagement itself starts to feel frustrating. It will also be harder to work – you may notice a lower sense of efficacy (ability to produce a desired or intended result) and reduced productivity, accomplishment or ability to cope with the demands of your job. Everything feels overwhelming and the effects ripple into our personal lives. It is important to keep in mind that burnout is not just an individual problem. Burnout is the result of multiple factors from the work environment. We experience stress when the job demands we face – physical, emotional, or otherwise – are greater than the job resources we have. Think about a campfire – if there is no wood to put on the fire and it’s pouring rain – it’s going to be hard to keep that fire going. No one wants or chooses the experience of burnout. People would prefer to be engaged and have enough resources to keep up with the demands of work and their day-to-day lives. How do you know if you are experiencing burnout? Burnout often has an insidious onset – meaning it gradually emerges over time. The stage for burnout is set by workplace stress. When job demands outweigh job resources, workers experience stress. When this stress goes on for a long time, or becomes chronic workplace stress, people may experience burnout. People experiencing burnout may notice changes in thoughts, behaviour, emotions, motivation, and bodily sensations. Some signs and symptoms associated with burnout can be found below. Emotions & Motivations Thoughts Behaviour Body/Physical Loss of motivation about work; low excitement and engagement Decreased job satisfaction Irritability, frustration, anger Anxiety, worry, insecurity Feeling alone in the world; desire to isolate oneself Feelings of incompetence and failure; drop in self-confidence Negative thoughts related to one’s job Increased focus on errors, mistakes and failures Cynicism about others’ intentions Increased mental distance or detachment from one’s job Negative or inappropriate attitudes towards clients, customers or colleagues Loss of idealism; increased intention to leave the job Difficulties with concentration, memory, judgment, decision-making Difficulty producing the results you want or intend at work Lower productivity or accomplishment; inefficiency Procrastination Withdrawal and social isolation Absenteeism, Presenteeism Persistent fatigue and exhaustion; feeling tired most of the time; low energy; feeling “worn out” Pain (e.g., headaches, backaches); sore muscles Increased susceptibility to cold, flus and infections Sleep problems (e.g., difficulty falling or staying asleep, or early morning awakenings) Gastrointestinal symptoms (e.g., digestive problems, ulcers); irritable bowel symptoms (e.g., abdominal pain, cramping); changes in appetite or weight Skin problems (e.g., hives, eczema) Workplace Burnout can be confused with some other mental health and stress related problems such as Trauma and Stress-Related disorders, Mood disorders such as Major Depression, and Anxiety Disorders. For more information on these issues, check out the related factsheets at https://cpa.ca/psychologyfactsheets/ . What causes burnout? There are many different ideas about what causes burnout but most researchers agree that chronic work stress is a significant factor. Burnout is more likely to occur when job demands outweigh job resources. Researchers also agree that both situational and individual factors may contribute or increase the likelihood of an individual developing burnout. A number of risk factors for contributing to burnout have been identified: Individual risk factors Demonstrating perfectionism in every aspect of one’s work, without considering priorities Placing too much importance on work (e.g., work as sole focus of life) Low self-esteem, cognitive rigidity, emotional instability and external locus of control Certain personal situations (e.g., major family responsibilities) disrupting work-life balance Difficulties in setting limits and boundaries (leading to work-life imbalance) Having high expectations of oneself and heightened professional conscience Difficulty delegating or working with a team in a stressful environment Inadequate adaptation strategies (dependence, poor time management, high need for support, unwise lifestyle habits, difficult interpersonal relationships) A highly driven, ‘A-type’ personality that is high in competitiveness and need for control Situational risk factors Work overload Lack of control and inability to participate in decisions related to the way one’s work is done. Insufficient reward and recognition (e.g., financial compensation, esteem, respect) can be devaluing and heighten feelings of inefficacy. “Toxic” Community where work relationships are characterized by unresolved conflict, lack of psychological support, poor communication, and mistrust. Unfair treatment or incivility and disrespect can lead to cynicism, anger and hostility. Values conflicts on the job, where there is a gap between personal and organizational values, can create stress as workers must make a trade-off between their beliefs and work they have to do. Poorly defined responsibilities, ambiguous roles, and difficult schedules have also been identified as stressful when the situation persists. What helps people with burnout? The best practice approaches for burnout are multi-faceted, involving a high focus on self-care strategies for the individual, and reducing work environment stressors. Burnout interventions should focus on both: the individual (e.g., increase employees’ psychological resources and enhance coping; providing rest and respite from demands; enhancing the use of self-care strategies), and the environment (e.g., change the occupational context and reducing sources of stress, primarily related to work demands). There is more research on individual strategies than on environmental or organizational strategies. However, there is research evidence for the primary role of situational factors and it appears that individual-focused interventions are not sufficient to tackle severe burnout. Workplace stressors also need to be considered and addressed. How can you prevent or deal with burnout? For individuals Change work patterns (e.g., work less, take more breaks, avoid overtime) Develop coping skills (e.g., time management) Improve interpersonal effectiveness skills (e.g., assertiveness and conflict resolution skills) Prioritize self-care (e.g., exercise, eat healthy, get enough sleep) Practice relaxation, meditation and/or mindfulness strategies Obtain social support (from colleagues and family) Change the way you think about your work (e.g., using Cognitive Behaviour Therapy) Enhance self-understanding through psychotherapy Enhance emotional intelligence skills (e.g., self-awareness and self-regulation of emotions, as well as other awareness) For organizations Ensure employees have a sustainable and manageable workload – where demands are realistic. Involve employees in decisions that affect their work tasks so they have some opportunity to exercise professional autonomy and control/ability to access the resources necessary to do an effective job. Recognize and reward employees for work well done. Build a healthy community where employees have positive relationships and social support. Develop communication and conflict resolution skills so employees have effective ways of working out disagreements. Develop fair and equitable organizational policies. Treat employees with appropriate respect. Define organizational values , job goals and expectations. Promote good health (including mental health) and fitness How can psychologists help people with burnout? Psychologists educate workplaces (leaders and employees) about burnout so they understand what it is and how to handle it, via all-team or leadership-specific workshops and professional development sessions. Psychologists can also conduct assessments on individuals to help figure out if they are experiencing burnout and develop a plan for addressing it. Psychologists can help workplaces identify organizational factors that may be contributing to stress and burnout. Psychologists can help you build individual skills , such as coping, stress management, time management, and emotional intelligence. Psychologists can help organizations develop programs for improving employee engagement, reducing stress, and preventing burnout. Psychologists engage in research to help us better understand burnout and develop the best strategies for preventing and treating it. Finally, Psychologists can advocate for people experiencing burnout. For more information: You can consult with a registered psychologist to find out if psychological interventions might be of help to you. Provincial, territorial and some municipal associations of psychology often maintain referral services. For the names and coordinates of provincial and territorial associations of psychology, go to https://cpa.ca/public/whatisapsychologist/PTassociations/ . You can find additional information and free self-help resources on mental health in the workplace and burnout at: Workplace Strategies for Mental Health (workplacestrategiesformentalhealth.com) CSA National Standard for Psychological Health & Safety in the Workplace ( https://store.csagroup.org/ccrz__CCPage?pagekey=content&contentkey=Z1003HealthandSaftey_EN ) World Health Organization https://www.who.int/mental_health/in_the_workplace/en/ Mental Health Commission of Canada ( https://www.mentalhealthcommission.ca/English/what-we-do/workplace ) Sante mentale en milieu de travail: https://www.mentalhealthcommission.ca/Francais/ce-que-nous-faisons/sante-mentale-en-milieu-de-travail https://www.who.int/mental_health/in_the_workplace/fr/ https://www.who.int/mental_health/evidence//fr/ This fact sheet has been prepared for the Canadian Psychological Association by Dr. Melanie Badali, Registered Psychologist at the North Shore Stress and Anxiety Clinic, and Dr. Joti Samra, Registered Psychologist, CEO and Founder of MyWorkPlaceHealth. Date: May 17, 2021 Your opinion matters! Please contact us with any questions or comments about any of the Psychology Works Fact Sheets: factsheets@cpa.ca Canadian Psychological Association Tel: 613-237-2144 Toll free (in Canada): 1-888-472-0657
Markdown	[Skip to content](https://cpa.ca/psychology-works-fact-sheet-workplace-burnout/#content) [![Canadian Psychological Association](data:image/svg+xml,%3Csvg%20xmlns='http://www.w3.org/2000/svg'%20viewBox='0%200%20900%20357'%3E%3C/svg%3E)](https://cpa.ca/) [Canadian Psychological Association](https://cpa.ca/) The national voice for psychology in Canada - [Member Login](https://secure.cpa.ca/apps/Membership?returnUrl=%2Fapps%2FPages%2Fmy-profile) - [Join](https://cpa.ca/membership/becomeamemberofcpa/) - [Renew](https://cpa.ca/membership/renewal/) - [Contact](https://cpa.ca/contact/) - [Français](https://cpa.ca/fr/psychology-works-fact-sheet-workplace-burnout/ "Switch to Français") - [Member Login](https://secure.cpa.ca/apps/Membership?returnUrl=%2Fapps%2FPages%2Fmy-profile) - [Join](https://cpa.ca/membership/becomeamemberofcpa/) - [Renew](https://cpa.ca/membership/renewal/) - [Contact](https://cpa.ca/contact/) - [Français](https://cpa.ca/fr/psychology-works-fact-sheet-workplace-burnout/ "Switch to Français") - [Who We Are](https://cpa.ca/who-we-are/) - [About CPA](https://cpa.ca/aboutcpa/) - [Head Office](https://cpa.ca/contact/) - [Governance](https://cpa.ca/aboutcpa/boardofdirectors/) - [Board Meetings](https://cpa.ca/boardmeetings/) - [Policy and Position Statements and Guidelines](https://cpa.ca/aboutcpa/policystatements/) - [Strategic Partnerships](https://cpa.ca/partnerships/) - [Who You Are](https://cpa.ca/who-you-are/) - [Member](https://cpa.ca/membership/) - [Students](https://cpa.ca/students/) - [Public](https://cpa.ca/public/) - [Media](https://cpa.ca/mediarelations/) - [What We Do](https://cpa.ca/what-we-do/) - [Science](https://cpa.ca/science/) - [Practice](https://cpa.ca/practice/) - [Education](https://cpa.ca/education/) - [Lunchbox Lectures](https://cpa.ca/lunchbox/) - [CPA Annual Convention](https://convention.cpa.ca/) - [Annual CPA Satellite Conference](https://cpa.ca/satellite/) - [Advocacy](https://cpa.ca/advocacy/) - [Policy and Position Statements and Guidelines](https://cpa.ca/aboutcpa/policystatements/) - [Continuing Professional Development](https://cpa.ca/professionaldevelopment/) - [Accreditation](https://cpa.ca/accreditation/) - [Research & Other Funding](https://cpa.ca/funding/) - [Ethics](https://cpa.ca/aboutcpa/committees/ethics/) - [Sections & Community](https://cpa.ca/sections-community/) - [CPA Sections](https://cpa.ca/sections/) - [CPA Committees and Working Groups](https://cpa.ca/aboutcpa/committees/) - [Campus and Student Representatives](https://cpa.ca/students/studentrepresentatives/campusrepresentatives/) - [Faculty Representatives](https://cpa.ca/students/facultyrepresentatives/) - [CPA Student Mentorship Program](https://cpa.ca/students/mentorship/) - [Publications & Resources](https://cpa.ca/publications-resources/) - [CPA’s Journals](https://cpa.ca/journalalert/) - [Psynopsis](https://cpa.ca/psynopsis/) - [Psychology Fact Sheets](https://cpa.ca/psychologyfactsheets/) - [“Psychology Works” Fact Sheet Videos](https://cpa.ca/factsheetvideos/) - [Publications & Reports](https://cpa.ca/thecpastore/purchasecpapublications/) - [APA PsycNet® Gold](https://cpa.ca/publications-resources/psycnet-gold/) - [Mind Pad – Student Publication](https://cpa.ca/students/mindpad/) - [Recruit Research Participants Portal (R2P2)](https://cpa.ca/science/r2p2/) - [CPA Career Hub](https://cpa.ca/careers/career-hub/) - [Canadian Code of Ethics for Psychologists](https://cpa.ca/aboutcpa/committees/ethics/codeofethics/) - [Quick Links](https://cpa.ca/quick-links/) - [Career Ads & Resources](https://cpa.ca/careers/) - [Career & Job Fairs](https://cpa.ca/careerfair/) - [CPA Career Hub](https://cpa.ca/careers/career-hub/) - [Ethics](https://cpa.ca/aboutcpa/committees/ethics/) - [Coming Events](https://cpa.ca/events/) - [Insurance](https://cpa.ca/insurance/) - [Advertise with CPA](https://cpa.ca/advertisewithcpa/) - [Web-Based Continuing Education Courses](https://cpa.ca/professionaldevelopment/webcourses/) - [“Psychology Works” Fact Sheets](https://cpa.ca/psychologyfactsheets/) - [“Psychology Works” Fact Sheet Videos](https://cpa.ca/factsheetvideos/) - [CPA Awards](https://cpa.ca/aboutcpa/cpaawards/) - [CPA Annual Conventions](https://cpa.ca/cpaconventions/) - [Podcasts and Profiles](https://cpa.ca/podcasts-and-profiles/) # “Psychology Works” Fact Sheet: Workplace Burnout Posted on [July 2, 2021July 18, 2023](https://cpa.ca/psychology-works-fact-sheet-workplace-burnout/) by [CPA Webmaster](https://cpa.ca/author/timbleeker/) ## What is Burnout? Chances are you have said or thought to yourself “I’m burned out!” at some point. In everyday life, we often use the term burnout to mean that we are “exhausted” or “wiped out” or to refer to “exhaustion of physical or emotional strength or motivation, usually as a result of prolonged stress or frustration” (Merriam-Webster Dictionary). But in psychological research, burnout refers to more than just exhaustion. The term *burnout* is used to describe a group of signs and symptoms that consistently occur together and are caused by chronic workplace stress. Different uses of the same word can make things hard to understand – especially since even the terms themselves vary across sources – burnt out, burned out, burnout. Adding to the confusion, the term burnout appears in The International Classification of Diseases – 11th Edition (ICD-11) but it is not classified as a disease or a medical condition. In 2019, the World Health Organization identified burnout as an “occupational phenomenon” – something due to the conditions of work. Burnout is defined in ICD-11 as: “a syndrome conceptualized as resulting from chronic workplace stress that has not been successfully managed. It is characterized by three dimensions: 1. feelings of energy depletion or exhaustion; 2. increased mental distance from one’s job, or feelings of negativism or cynicism related to one’s job; and 3. reduced professional efficacy. Burnout refers specifically to the work environment and should not be applied to describe experiences in other areas of life.” Researchers have identified exhaustion, cynicism and inefficacy as three key dimensions of the burnout experience. We all feel wiped out from time to time but if you are experiencing burnout, the exhaustion is overwhelming – you feel tired almost all of the time, both physically and emotionally. You will also perceive an increased mental distance or detachment from your job, or have a lot of negative and cynical thoughts related to your job. You may feel you dislike a job you previously were passionate about – and this lower engagement itself starts to feel frustrating. It will also be harder to work – you may notice a lower sense of efficacy (ability to produce a desired or intended result) and reduced productivity, accomplishment or ability to cope with the demands of your job. Everything feels overwhelming and the effects ripple into our personal lives. It is important to keep in mind that burnout is *not* just an individual problem. Burnout is the result of multiple factors from the work environment. We experience stress when the job demands we face – physical, emotional, or otherwise – are greater than the job resources we have. Think about a campfire – if there is no wood to put on the fire and it’s pouring rain – it’s going to be hard to keep that fire going. No one wants or chooses the experience of burnout. People would prefer to be engaged and have enough resources to keep up with the demands of work and their day-to-day lives. ## How do you know if you are experiencing burnout? Burnout often has an insidious onset – meaning it gradually emerges over time. The stage for burnout is set by workplace stress. When job demands outweigh job resources, workers experience stress. When this stress goes on for a long time, or becomes chronic workplace stress, people may experience burnout. People experiencing burnout may notice changes in thoughts, behaviour, emotions, motivation, and bodily sensations. Some signs and symptoms associated with burnout can be found below. \| \| \| \| \| \|---\|---\|---\|---\| \| *Emotions & Motivations* \| *Thoughts* \| *Behaviour* \| *Body/Physical* \| \| Loss of motivation about work; low excitement and engagement Decreased job satisfaction Irritability, frustration, anger Anxiety, worry, insecurity Feeling alone in the world; desire to isolate oneself Feelings of incompetence and failure; drop in self-confidence \| Negative thoughts related to one’s job Increased focus on errors, mistakes and failures Cynicism about others’ intentions Increased mental distance or detachment from one’s job Negative or inappropriate attitudes towards clients, customers or colleagues Loss of idealism; increased intention to leave the job Difficulties with concentration, memory, judgment, decision-making \| Difficulty producing the results you want or intend at work Lower productivity or accomplishment; inefficiency Procrastination Withdrawal and social isolation Absenteeism, Presenteeism \| Persistent fatigue and exhaustion; feeling tired most of the time; low energy; feeling “worn out” Pain (e.g., headaches, backaches); sore muscles Increased susceptibility to cold, flus and infections Sleep problems (e.g., difficulty falling or staying asleep, or early morning awakenings) Gastrointestinal symptoms (e.g., digestive problems, ulcers); irritable bowel symptoms (e.g., abdominal pain, cramping); changes in appetite or weight Skin problems (e.g., hives, eczema) \| Workplace Burnout can be confused with some other mental health and stress related problems such as Trauma and Stress-Related disorders, Mood disorders such as Major Depression, and Anxiety Disorders. For more information on these issues, check out the related factsheets at <https://cpa.ca/psychologyfactsheets/>. ## What causes burnout? There are many different ideas about what causes burnout but most researchers agree that chronic work stress is a significant factor. Burnout is more likely to occur when job demands outweigh job resources. Researchers also agree that both situational and individual factors may contribute or increase the likelihood of an individual developing burnout. A number of risk factors for contributing to burnout have been identified: ### Individual risk factors - Demonstrating perfectionism in every aspect of one’s work, without considering priorities - Placing too much importance on work (e.g., work as sole focus of life) - Low self-esteem, cognitive rigidity, emotional instability and external locus of control - Certain personal situations (e.g., major family responsibilities) disrupting work-life balance - Difficulties in setting limits and boundaries (leading to work-life imbalance) - Having high expectations of oneself and heightened professional conscience - Difficulty delegating or working with a team in a stressful environment - Inadequate adaptation strategies (dependence, poor time management, high need for support, unwise lifestyle habits, difficult interpersonal relationships) - A highly driven, ‘A-type’ personality that is high in competitiveness and need for control ### Situational risk factors - Work overload - Lack of control and inability to participate in decisions related to the way one’s work is done. - Insufficient reward and recognition (e.g., financial compensation, esteem, respect) can be devaluing and heighten feelings of inefficacy. - “Toxic” Community where work relationships are characterized by unresolved conflict, lack of psychological support, poor communication, and mistrust. - Unfair treatment or incivility and disrespect can lead to cynicism, anger and hostility. - Values conflicts on the job, where there is a gap between personal and organizational values, can create stress as workers must make a trade-off between their beliefs and work they have to do. - Poorly defined responsibilities, ambiguous roles, and difficult schedules have also been identified as stressful when the situation persists. ## What helps people with burnout? The best practice approaches for burnout are multi-faceted, involving a high focus on self-care strategies for the individual, and reducing work environment stressors. Burnout interventions should focus on both: - the individual (e.g., increase employees’ psychological resources and enhance coping; providing rest and respite from demands; enhancing the use of self-care strategies), and - the environment (e.g., change the occupational context and reducing sources of stress, primarily related to work demands). There is more research on individual strategies than on environmental or organizational strategies. However, there is research evidence for the primary role of situational factors and it appears that individual-focused interventions are not sufficient to tackle severe burnout. Workplace stressors also need to be considered and addressed. ## How can you prevent or deal with burnout? ### For individuals - Change work patterns (e.g., work less, take more breaks, avoid overtime) - Develop coping skills (e.g., time management) - Improve interpersonal effectiveness skills (e.g., assertiveness and conflict resolution skills) - Prioritize self-care (e.g., exercise, eat healthy, get enough sleep) - Practice relaxation, meditation and/or mindfulness strategies - Obtain social support (from colleagues and family) - Change the way you think about your work (e.g., using Cognitive Behaviour Therapy) - Enhance self-understanding through psychotherapy - Enhance emotional intelligence skills (e.g., self-awareness and self-regulation of emotions, as well as other awareness) ### For organizations - Ensure employees have a sustainable and manageable workload – where demands are realistic. - Involve employees in decisions that affect their work tasks so they have some opportunity to exercise professional autonomy and control/ability to access the resources necessary to do an effective job. - Recognize and reward employees for work well done. - Build a healthy community where employees have positive relationships and social support. Develop communication and conflict resolution skills so employees have effective ways of working out disagreements. - Develop fair and equitable organizational policies. Treat employees with appropriate respect. - Define organizational values, job goals and expectations. - Promote good health (including mental health) and fitness ## How can psychologists help people with burnout? Psychologists *educate workplaces* (leaders and employees) about burnout so they understand what it is and how to handle it, via all-team or leadership-specific workshops and professional development sessions. Psychologists can also conduct *assessments* on individuals to help figure out if they are experiencing burnout and develop a plan for addressing it. Psychologists can help workplaces identify organizational factors that may be contributing to stress and burnout. Psychologists can help you *build individual skills, such as coping, stress management, time management, and emotional intelligence. Psychologists can help organizations develop programs for improving employee engagement, reducing stress, and preventing burnout. Psychologists engage in research* to help us better understand burnout and develop the best strategies for preventing and treating it. Finally, Psychologists can *advocate* for people experiencing burnout. ## For more information: You can consult with a registered psychologist to find out if psychological interventions might be of help to you. Provincial, territorial and some municipal associations of psychology often maintain referral services. For the names and coordinates of provincial and territorial associations of psychology, go to <https://cpa.ca/public/whatisapsychologist/PTassociations/>. You can find additional information and free self-help resources on mental health in the workplace and burnout at: - Workplace Strategies for Mental Health (workplacestrategiesformentalhealth.com) - CSA National Standard for Psychological Health & Safety in the Workplace (<https://store.csagroup.org/ccrz__CCPage?pagekey=content&contentkey=Z1003HealthandSaftey_EN>) - World Health Organization <https://www.who.int/mental_health/in_the_workplace/en/> - Mental Health Commission of Canada (<https://www.mentalhealthcommission.ca/English/what-we-do/workplace>) Sante mentale en milieu de travail: - <https://www.mentalhealthcommission.ca/Francais/ce-que-nous-faisons/sante-mentale-en-milieu-de-travail> - [https://www.who.int/mental\_health/in\_the\_workplace/fr/](https://www.who.int/teams/mental-health-and-substance-use/promotion-prevention/mental-health-in-the-workplace) - https://www.who.int/mental\_health/evidence//fr/ This fact sheet has been prepared for the Canadian Psychological Association by Dr. Melanie Badali, Registered Psychologist at the North Shore Stress and Anxiety Clinic, and Dr. Joti Samra, Registered Psychologist, CEO and Founder of MyWorkPlaceHealth. Date: May 17, 2021 Your opinion matters! Please contact us with any questions or comments about any of the Psychology Works Fact Sheets: [factsheets@cpa.ca](mailto:factsheets@cpa.ca) Canadian Psychological Association Tel: 613-237-2144 Toll free (in Canada): 1-888-472-0657 Posted in [Fact Sheets](https://cpa.ca/category/factsheets/) ## Post navigation [2022 Pre-Budget Consultation Process (August, 2021)](https://cpa.ca/2021-pre-budget-consultation-process-august-2021/) - [About CPA](https://cpa.ca/aboutcpa/) - [Privacy](https://cpa.ca/privacy/) - [Site Navigation](https://cpa.ca/?page_id=60) - [Contact CPA](https://cpa.ca/contact/) - [Terms of Use](https://cpa.ca/wp-content/uploads/2017/10/Web_Site_Terms-20110707.pdf) - [Sitemap](https://cpa.ca/sitemap/) - [English](https://cpa.ca/psychology-works-fact-sheet-workplace-burnout/) - [Français](https://cpa.ca/fr/psychology-works-fact-sheet-workplace-burnout/ "Switch to Français") Website designed by [Tache Marketing](http://tachemarketing.com/).
Readable Markdown	## What is Burnout? Chances are you have said or thought to yourself “I’m burned out!” at some point. In everyday life, we often use the term burnout to mean that we are “exhausted” or “wiped out” or to refer to “exhaustion of physical or emotional strength or motivation, usually as a result of prolonged stress or frustration” (Merriam-Webster Dictionary). But in psychological research, burnout refers to more than just exhaustion. The term *burnout* is used to describe a group of signs and symptoms that consistently occur together and are caused by chronic workplace stress. Different uses of the same word can make things hard to understand – especially since even the terms themselves vary across sources – burnt out, burned out, burnout. Adding to the confusion, the term burnout appears in The International Classification of Diseases – 11th Edition (ICD-11) but it is not classified as a disease or a medical condition. In 2019, the World Health Organization identified burnout as an “occupational phenomenon” – something due to the conditions of work. Burnout is defined in ICD-11 as: “a syndrome conceptualized as resulting from chronic workplace stress that has not been successfully managed. It is characterized by three dimensions: 1. feelings of energy depletion or exhaustion; 2. increased mental distance from one’s job, or feelings of negativism or cynicism related to one’s job; and 3. reduced professional efficacy. Burnout refers specifically to the work environment and should not be applied to describe experiences in other areas of life.” Researchers have identified exhaustion, cynicism and inefficacy as three key dimensions of the burnout experience. We all feel wiped out from time to time but if you are experiencing burnout, the exhaustion is overwhelming – you feel tired almost all of the time, both physically and emotionally. You will also perceive an increased mental distance or detachment from your job, or have a lot of negative and cynical thoughts related to your job. You may feel you dislike a job you previously were passionate about – and this lower engagement itself starts to feel frustrating. It will also be harder to work – you may notice a lower sense of efficacy (ability to produce a desired or intended result) and reduced productivity, accomplishment or ability to cope with the demands of your job. Everything feels overwhelming and the effects ripple into our personal lives. It is important to keep in mind that burnout is *not* just an individual problem. Burnout is the result of multiple factors from the work environment. We experience stress when the job demands we face – physical, emotional, or otherwise – are greater than the job resources we have. Think about a campfire – if there is no wood to put on the fire and it’s pouring rain – it’s going to be hard to keep that fire going. No one wants or chooses the experience of burnout. People would prefer to be engaged and have enough resources to keep up with the demands of work and their day-to-day lives. ## How do you know if you are experiencing burnout? Burnout often has an insidious onset – meaning it gradually emerges over time. The stage for burnout is set by workplace stress. When job demands outweigh job resources, workers experience stress. When this stress goes on for a long time, or becomes chronic workplace stress, people may experience burnout. People experiencing burnout may notice changes in thoughts, behaviour, emotions, motivation, and bodily sensations. Some signs and symptoms associated with burnout can be found below. \| \| \| \| \| \|---\|---\|---\|---\| \| *Emotions & Motivations* \| *Thoughts* \| *Behaviour* \| *Body/Physical* \| \| Loss of motivation about work; low excitement and engagement Decreased job satisfaction Irritability, frustration, anger Anxiety, worry, insecurity Feeling alone in the world; desire to isolate oneself Feelings of incompetence and failure; drop in self-confidence \| Negative thoughts related to one’s job Increased focus on errors, mistakes and failures Cynicism about others’ intentions Increased mental distance or detachment from one’s job Negative or inappropriate attitudes towards clients, customers or colleagues Loss of idealism; increased intention to leave the job Difficulties with concentration, memory, judgment, decision-making \| Difficulty producing the results you want or intend at work Lower productivity or accomplishment; inefficiency Procrastination Withdrawal and social isolation Absenteeism, Presenteeism \| Persistent fatigue and exhaustion; feeling tired most of the time; low energy; feeling “worn out” Pain (e.g., headaches, backaches); sore muscles Increased susceptibility to cold, flus and infections Sleep problems (e.g., difficulty falling or staying asleep, or early morning awakenings) Gastrointestinal symptoms (e.g., digestive problems, ulcers); irritable bowel symptoms (e.g., abdominal pain, cramping); changes in appetite or weight Skin problems (e.g., hives, eczema) \| Workplace Burnout can be confused with some other mental health and stress related problems such as Trauma and Stress-Related disorders, Mood disorders such as Major Depression, and Anxiety Disorders. For more information on these issues, check out the related factsheets at <https://cpa.ca/psychologyfactsheets/>. ## What causes burnout? There are many different ideas about what causes burnout but most researchers agree that chronic work stress is a significant factor. Burnout is more likely to occur when job demands outweigh job resources. Researchers also agree that both situational and individual factors may contribute or increase the likelihood of an individual developing burnout. A number of risk factors for contributing to burnout have been identified: ### Individual risk factors - Demonstrating perfectionism in every aspect of one’s work, without considering priorities - Placing too much importance on work (e.g., work as sole focus of life) - Low self-esteem, cognitive rigidity, emotional instability and external locus of control - Certain personal situations (e.g., major family responsibilities) disrupting work-life balance - Difficulties in setting limits and boundaries (leading to work-life imbalance) - Having high expectations of oneself and heightened professional conscience - Difficulty delegating or working with a team in a stressful environment - Inadequate adaptation strategies (dependence, poor time management, high need for support, unwise lifestyle habits, difficult interpersonal relationships) - A highly driven, ‘A-type’ personality that is high in competitiveness and need for control ### Situational risk factors - Work overload - Lack of control and inability to participate in decisions related to the way one’s work is done. - Insufficient reward and recognition (e.g., financial compensation, esteem, respect) can be devaluing and heighten feelings of inefficacy. - “Toxic” Community where work relationships are characterized by unresolved conflict, lack of psychological support, poor communication, and mistrust. - Unfair treatment or incivility and disrespect can lead to cynicism, anger and hostility. - Values conflicts on the job, where there is a gap between personal and organizational values, can create stress as workers must make a trade-off between their beliefs and work they have to do. - Poorly defined responsibilities, ambiguous roles, and difficult schedules have also been identified as stressful when the situation persists. ## What helps people with burnout? The best practice approaches for burnout are multi-faceted, involving a high focus on self-care strategies for the individual, and reducing work environment stressors. Burnout interventions should focus on both: - the individual (e.g., increase employees’ psychological resources and enhance coping; providing rest and respite from demands; enhancing the use of self-care strategies), and - the environment (e.g., change the occupational context and reducing sources of stress, primarily related to work demands). There is more research on individual strategies than on environmental or organizational strategies. However, there is research evidence for the primary role of situational factors and it appears that individual-focused interventions are not sufficient to tackle severe burnout. Workplace stressors also need to be considered and addressed. ## How can you prevent or deal with burnout? ### For individuals - Change work patterns (e.g., work less, take more breaks, avoid overtime) - Develop coping skills (e.g., time management) - Improve interpersonal effectiveness skills (e.g., assertiveness and conflict resolution skills) - Prioritize self-care (e.g., exercise, eat healthy, get enough sleep) - Practice relaxation, meditation and/or mindfulness strategies - Obtain social support (from colleagues and family) - Change the way you think about your work (e.g., using Cognitive Behaviour Therapy) - Enhance self-understanding through psychotherapy - Enhance emotional intelligence skills (e.g., self-awareness and self-regulation of emotions, as well as other awareness) ### For organizations - Ensure employees have a sustainable and manageable workload – where demands are realistic. - Involve employees in decisions that affect their work tasks so they have some opportunity to exercise professional autonomy and control/ability to access the resources necessary to do an effective job. - Recognize and reward employees for work well done. - Build a healthy community where employees have positive relationships and social support. Develop communication and conflict resolution skills so employees have effective ways of working out disagreements. - Develop fair and equitable organizational policies. Treat employees with appropriate respect. - Define organizational values, job goals and expectations. - Promote good health (including mental health) and fitness ## How can psychologists help people with burnout? Psychologists *educate workplaces* (leaders and employees) about burnout so they understand what it is and how to handle it, via all-team or leadership-specific workshops and professional development sessions. Psychologists can also conduct *assessments* on individuals to help figure out if they are experiencing burnout and develop a plan for addressing it. Psychologists can help workplaces identify organizational factors that may be contributing to stress and burnout. Psychologists can help you *build individual skills, such as coping, stress management, time management, and emotional intelligence. Psychologists can help organizations develop programs for improving employee engagement, reducing stress, and preventing burnout. Psychologists engage in research* to help us better understand burnout and develop the best strategies for preventing and treating it. Finally, Psychologists can *advocate* for people experiencing burnout. ## For more information: You can consult with a registered psychologist to find out if psychological interventions might be of help to you. Provincial, territorial and some municipal associations of psychology often maintain referral services. For the names and coordinates of provincial and territorial associations of psychology, go to <https://cpa.ca/public/whatisapsychologist/PTassociations/>. You can find additional information and free self-help resources on mental health in the workplace and burnout at: - Workplace Strategies for Mental Health (workplacestrategiesformentalhealth.com) - CSA National Standard for Psychological Health & Safety in the Workplace (<https://store.csagroup.org/ccrz__CCPage?pagekey=content&contentkey=Z1003HealthandSaftey_EN>) - World Health Organization <https://www.who.int/mental_health/in_the_workplace/en/> - Mental Health Commission of Canada (<https://www.mentalhealthcommission.ca/English/what-we-do/workplace>) Sante mentale en milieu de travail: - <https://www.mentalhealthcommission.ca/Francais/ce-que-nous-faisons/sante-mentale-en-milieu-de-travail> - [https://www.who.int/mental\_health/in\_the\_workplace/fr/](https://www.who.int/teams/mental-health-and-substance-use/promotion-prevention/mental-health-in-the-workplace) - https://www.who.int/mental\_health/evidence//fr/ This fact sheet has been prepared for the Canadian Psychological Association by Dr. Melanie Badali, Registered Psychologist at the North Shore Stress and Anxiety Clinic, and Dr. Joti Samra, Registered Psychologist, CEO and Founder of MyWorkPlaceHealth. Date: May 17, 2021 Your opinion matters! Please contact us with any questions or comments about any of the Psychology Works Fact Sheets: [factsheets@cpa.ca](mailto:factsheets@cpa.ca) Canadian Psychological Association Tel: 613-237-2144 Toll free (in Canada): 1-888-472-0657
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