Is silent burnout costing more than you think?

Yes. Silent burnout is likely costing your organization more than you realize, and it’s easy to miss because it doesn’t look like burnout at all.

At first glance, everything may look fine. Employees are logging in, attending meetings, and getting their work done. But beneath the surface, they may be running on empty.

This phenomenon, often called silent burnout or quiet disengagement, happens when employees remain present and technically productive while gradually withdrawing their effort, initiative, and emotional investment in their work. For today’s employers, it’s becoming one of the most expensive challenges in the workplace.

How big of a problem is employee disengagement?

Disengagement isn’t a small issue. It’s a widespread shift in how employees are showing up to work, and it’s affecting more organizations today.

Over the last few years, employee engagement has been trending in the wrong direction. According to Gallup, only 31% of U.S. employees are engaged at work. At the same time:

• 17% of employees are actively disengaged, which can mean they’re not just checked out, but they’re potentially pulling teams down.
• Roughly half of the workforce can be classified as “quiet quitters” who do the minimum work that’s required, and nothing extra.

How is burnout connected to disengagement?

Burnout and disengagement are closely connected. When employees feel overwhelmed, unsupported, or stretched too thin, their level of effort drops. Over time, that turns into disengagement.

Burnout in the workplace is often missed. It typically shows up as lower energy, slower responses, and less initiative—subtle signs rather than a single obvious moment. But the underlying numbers are hard to ignore. According to Care.com’s 2025 report, “Combatting the Employee Burnout Crisis”:

• 69% of employees report moderate to high burnout risk
• 80% of employers predict profitability would increase by 25% or more if no employees were at risk of burning out

How much does silent burnout cost employers?

Here’s where disengagement and burnout become a financial issue.

Gallup estimates that low engagement costs the global economy $8.9 trillion, or 9% of global GDP (gross domestic product).

At a company level, the numbers are just as striking. According to a study from the American Journal of Preventive Medicine, employee disengagement and burnout can:

• Cost an average U.S. 1,000-person company $5.04 million
• Amount to 0.2–2.9 times the average cost of health insurance and 3.3–17.1 times the cost of training per employee

Some of the biggest costs are the hardest to see, because employees may still be present but contributing less than they could. This “working while disengaged” effect, or presenteeism, can have an even greater impact than absenteeism because employees are present but performing below their full potential.

Why don’t employees speak up about burnout?

One of the biggest challenges with burnout is that employees often don’t admit they’re struggling. Among the reasons:

• They don’t want to appear unable to handle their workload.
• They assume feeling overwhelmed is just part of the job.
• They don’t see clear solutions or support.

As a result, managers may believe everything is fine until performance drops, or an employee leaves. This mismatch between what leaders think and what employees are experiencing is a growing challenge for U.S. employers.

How do benefits and workplace experience affect burnout?

Burnout is often tied to workload, expectations, and how well employees feel supported daily. According to research from the Society for Human Resource Management (SHRM), engagement is closely tied to things like flexibility, access to resources, and an overall sense of support at work.

Data from the International Foundation of Employee Benefit Plans (IFEBP) also shows that wellbeing programs, mental health resources, and flexible work options continue to grow as employers adapt to changing employee needs.

This highlights that benefits are not just about offering insurance coverage. They’re about supporting employees in a meaningful way.

What can employers do about silent burnout?

The good news is that addressing silent burnout doesn’t require a complete overhaul of workplace culture or processes. But it does require intention. Practical steps some employers are taking include:

Managers have the biggest influence on employee engagement. Helping them recognize early signs of burnout and giving them tools to respond can make a meaningful difference.

Many employees cite unnecessary tasks and inefficient processes as a major source of burnout. Streamlining workflows and reducing low-value work can relieve pressure quickly.

Employees are more likely to stay engaged when expectations are clear and feedback is consistent. Regular check-ins go a long way toward building trust, addressing concerns early, and keeping employees connected to their goals and the larger purpose of their work.

If employees don’t understand or use the resources available to them, programs you’ve invested in won’t have the intended impact. Clear communication and easy access matter. Simplify how benefits are presented, reinforce key messages throughout the year, and make it easy for employees to find and use what’s available when they need it most.

Flexible work arrangements, mental health support, and realistic workloads are becoming baseline expectations. For instance, giving employees more control over their schedules, encouraging time off without stigma, and providing access to mental health resources can all help reduce stress and keep people more engaged day to day.

Frequently asked questions

What is silent burnout? Silent burnout occurs when employees remain present and appear to keep up with their work while gradually losing energy, initiative, and engagement—often without ever telling their manager they’re struggling.

How common is employee disengagement? According to Gallup, only 31% of U.S. employees are engaged at work, 17% are actively disengaged, and roughly half of the workforce can be classified as quiet quitters who do the minimum required and nothing more.

How much does burnout cost employers? Research from the American Journal of Preventive Medicine estimates that employee disengagement and burnout can cost an average U.S. 1,000-person company $5.04 million, or 0.2 to 2.9 times the average cost of health insurance per employee.

Why don’t employees tell managers they’re burned out? Employees often stay silent because they don’t want to appear unable to handle their workload, assume feeling overwhelmed is just part of the job, or don’t see clear solutions or support available to them.

What can employers do to address silent burnout? Employers can start by training managers to recognize early warning signs, simplifying workflows, strengthening communication, making benefits more visible and accessible, and prioritizing flexibility and wellbeing.

How The Baldwin Group can help

The Baldwin Group’s employee benefits advisors work with employers to address burnout and disengagement in practical, measurable ways. We partner with a wide range of employers across the country to help:

• Evaluate current benefits programs and identify gaps in employee support
• Improve communication so employees understand and use available resources
• Align health, wellness, and leave programs with today’s workforce expectations
• Provide data insights that help employers understand trends in utilization, absence, and engagement
• Build strategies that balance business goals with a better employee experience

Silent burnout and disengagement aren’t always obvious, but they can directly impact productivity, retention, and overall performance more than many employers realize. The key is catching these behaviors early and addressing the underlying causes before they turn into full burnout or turnover.

Connect with us to help create an environment where employees stay engaged, productive, and supported over the long term.