Avoiding employee burnout at Christmas
Debbie Morrison • December 13, 2020

Avoiding employee burnout at Christmas


 

The festive season is a joyous time of year. But coming at the end of 12 long months (particularly the 12 months we’ve all just had thanks to the pandemic), senior managers and HR departments need to remain especially vigilant. For it can also be a challenging time for hard-working employees who may have one eye on taking a well-earned rest – and another eye, anxiously, on everything that still needs to be completed before they do it.

 

Even if your company itself isn’t closing down over the Christmas and New Year period, many of your clients and suppliers may well be, which can cause a knock-on effect of super-tight deadlines, disjointed staff availability and any number of other seasonal business complications. It’s a potentially stressful mix that can quickly result in employee burnout if you’re not careful.

 

What is employee ‘burnout’?

 

Employee burnout describes a situation when employees have exhausted their physical, mental or emotional reserves in the performing of their job role. It can be caused by many factors including stressful projects or clients, a lack of managerial support and resources (real or perceived), tight impending deadlines, or even just plain old exhaustion. It’s also commonly seen in the type of employees who tend to set unrealistically high expectations on themselves.

 

How do you beat employee burnout?

 

Every workplace and team is different. That said, here are a few important things we’d recommend you keep an eye on to help ensure this year’s festive cheer doesn’t lead to festive ‘tears’. (In truth most of these can be applied to any time of the year.)

 

1. Know the warning signs

 

Surveying the office and virtual offices and seeing a hard-working team can be hugely satisfying for a senior manager or business owner. But is end-of-year burnout or exhaustion lurking just beneath the surface? Warning signs include uncharacteristic quality lapses, increased irritability with colleagues (or, even worse, with clients), missed deadlines, changes in time management, a deterioration in grooming standards and possibly a rise in the number of sick days being taken. The other big thing to watch for is employees who’ve accumulated large amounts of annual leave over the course of the year/s, but never seem to use it.

 

2. Burning too many candles

 

Candles are great when you’re singing Christmas carols in the local park, or possibly this year watching a pre-recorded and steamed local Christmas carols event! But if your employees are burning the candle at both ends, with constantly early starts and late finishes, it’s a good idea to find simple ways to release the pressure valve a little. Maybe suggest they start a little later some days. Give them a fun ‘social’ project to help provide a distraction? Or even reward them with a surprise paid day off, or a professional development day, at short notice?

 

3. It’s okay to switch off

 

Even if you’ve managed to get everyone out of the office at a reasonable hour, what about the many employees who continue to work from home, or work remotely? Not all staff are good at switching off and may end up working well into the night to get pre-Christmas projects completed. The key here is to lead by example, both in what you say, but also what you do. Make it clear that it’s not simply okay to switch off from work – mentally, physically and digitally (stop checking emails at midnight and on weekends!) – it’s actively encouraged.

 

4. Protecting staff from themselves

 

Sometimes even the best employees need a gentle reminder it’s in their own interests to recharge their batteries a little, especially when the pressure is on. Determined not to stop until every project has been completed perfectly – an almost impossible task – it can reach a stage where they’re personally taking on so much responsibility it’s almost inevitable burnout will take hold. Remind them that, while their workplace commitment is admirable, running themselves into the ground is no good for their career or your business in the longer term.

 

5. Open doors

 

In today’s modern, highly mobile workforces, it can be difficult to gauge just how busy your team members actually are. For this reason, it’s a great idea to have an open-door policy where employees know they’re always welcome to raise potential workload issues about current or looming projects – well before they become fully-blown problems. Listen to their concerns. Explore the alternatives. Then work together to implement a workable solution. Or, at the very least, help them see that the light at the end the approaching tunnel isn’t a train!

 

Ultimately, frequent and honest workplace communication is the key to solving many of the issues that can lead to employee burnout, so be sure to keep talking and listening.

 

Contact ELR Executive for information on how we can assist your business.

 


 

By John Elliott June 26, 2025
You don’t hear about it on the nightly news. There’s no breaking story. No panic. No protests. Just rows of vegetables being pulled out of the ground with no plan to replant. Just farmers who no longer believe there’s a future for them here. Just quiet decisions — to sell, to walk away, to stop. And if you ask around the industry, they’ll tell you the same thing: It’s not just one bad season. It’s a slow death by a thousand margins. 1 in 3 growers are preparing to leaveIn September 2024, AUSVEG released a national sentiment report with a statistic that should have set off alarms in every capital city: 34% of Australian vegetable growers were considering exiting the industry in the next 12 months. Another one-third said they’d leave if offered a fair price for their farm. Source: AUSVEG Industry Sentiment Report 2024 (PDF) These aren’t abstract hypotheticals. These are real decisions, already in motion. For many, it’s not about profitability anymore, it’s about survival. This isn’t burnout. It’s entrapment. Behind the numbers are people whose entire identity is tied to a profession that no longer feeds them. Many are asset-rich but cash-poor. They own the land. But the land owns them back. Selling means walking away from decades of history. Staying means bleeding capital, month by month, in a system where working harder delivers less. Every year, input costs rise, fuel, fertiliser, compliance. But the farmgate price doesn’t move. Or worse, it drops. Retail World Magazine reports that even though national vegetable production increased 3% in 2023–24, the total farmgate value fell by $140 million. Growers produced more and earned less. That’s not a market. That’s a trap. What no one wants to say aloud The truth is this: many growers are only staying because they can’t leave. If you’re deep in debt, if your farm is tied to multi-generational ownership, if you’ve invested everything in equipment, infrastructure, or land access, walking away isn’t easy. It’s a last resort. So instead, you stay. You cut your hours. Delay maintenance. Avoid upgrades. Cancel the next round of planting. You wait for something to shift, interest rates, weather, prices and you pretend that waiting is strategy. According to the latest fruitnet.com survey, over 50% of vegetable growers say they’re financially worse off than a year ago. And nearly 40% expect conditions to deteriorate further. This isn’t about optimism or resilience. It’s about dignity and the quiet erosion of it. Supermarkets won’t save them, and they never planned to In the current model, supermarket pricing doesn’t reflect real-world farm economics. Retailers demand year-round consistency, aesthetic perfection, and lower prices. They don’t absorb rising input costs, they externalise them. They offer promotions funded not by their marketing budgets, but by the growers’ margins. Farmers take the risk. Retailers take the profit. And because the power imbalance is so deeply entrenched, there’s no real negotiation, just quiet coercion dressed up as "category planning." Let’s talk about what’s actually broken This isn’t just a market failure. It’s a policy failure. Australia’s horticulture system has been built on: Decades of deregulated wholesale markets Lack of collective bargaining power for growers Retailer consolidation that has created a virtual duopoly Export-focused incentives that bypass smaller domestic producers There’s no meaningful floor price for key produce lines. No national enforcement of fair dealing. No public database that links supermarket shelf price to farmgate return. Which means growers, like James, can be driven into loss-making supply contracts without ever seeing the true economics of their product downstream. But the real silence? It’s from consumers. Here’s what no one wants to admit: We say we care about “buying local.” We say we value the farmer’s role. We share those viral posts about strawberries going unsold or milk prices being unfair. And then we complain about a $4 lettuce. We opt for the cheapest bag of carrots. We walk past the "imperfect" produce bin. We frown at the cost of organic and click “Add to Cart” on whatever’s half price. We’re not just bystanders. We’re part of the equation. What happens when the growers go? At first, very little. Supermarkets will find substitutes. Importers will fill gaps. Large agribusinesses will expand into spaces vacated by smaller players. Prices will stay low, until they don’t. But over time, we’ll notice: Produce that travels further and lasts less. Fewer independent growers at farmer’s markets. Entire regions losing their growing identity. National food security becoming a campaign promise instead of a reality. And when the climate throws something serious at us, drought, flood, global supply shock, we’ll realise how little resilience we’ve preserved. So what do we do? We start by telling the truth. Australia is not food secure. Not if 1 in 3 growers are planning to exit. The market isn’t working. Not when prices rise at the shelf and fall at the farmgate. The solution isn’t scale. It’s fairness, visibility, and rebalancing power. That means: Mandating cost-reflective contracts between retailers and suppliers Enabling collective bargaining rights for growers Building transparent data systems linking production costs to consumer prices Introducing transition finance for smaller producers navigating reform and climate pressure And holding supermarkets publicly accountable for margin extraction But more than anything, it means recognising what we’re losing, before it's gone. Final word If you ate a vegetable today, it likely came from someone who’s considered giving up in the past year. Not because they don’t care. But because caring doesn’t pay. This isn’t about nostalgia. It’s about sovereignty, over what we eat, how we grow it, and who gets to stay in the system.  Because the next time you see rows of green stretching to the horizon, you might want to ask: How many of these fields are already planning their last harvest?
By John Elliott June 20, 2025
If you're leading an FMCG or food manufacturing business right now, you're probably still talking about growth. Your board might be chasing headcount approvals. Your marketing team’s pitching a new brand campaign. Your category team’s assuming spend will bounce. But your customer? They’ve already moved on. Quietly. Like they always do. The illusion of resilience FMCG has always felt protected, “essential” by nature. People still eat, wash, shop. It’s easy to assume downturns pass around us, not through us. But this isn’t 2020. Recessions in 2025 won’t look like lockdowns. They’ll look like volume drops that no promo can fix. Shrinking margins on products that no longer carry their premium. Quiet shelf deletions you weren’t warned about. The data’s already there. According to the Australian Bureau of Statistics, consumer spending is slowing in real terms , even as inflation eases. The Reserve Bank confirmed in May: household consumption remains subdued amid weak real income growth . And over 80% of Australians have cut back on discretionary food spending , according to Finder. They’re still shopping, just not like they used to. A managing director at a national food manufacturer told me recently: “We won a new product listing in April. By July, it was marked for deletion. The velocity wasn’t there, but neither was the shopper. We’d forecasted like 2022 never ended. Rookie mistake.” That one stuck with me. Because I’ve heard it before, just in different words.