From Burnout to Boreout: The Hidden Dangers of Employee Understimulation

E-Spire | E-Job Services Career and Business Resource Forum

When we think of workplace dissatisfaction, we often picture overworked employees, tight deadlines, and high-stress environments. But what if the opposite problem, boredom and lack of challenge, is just as dangerous?

Welcome to the lesser-known cousin of burnout: boreout.

What Is Boreout?

Boreout refers to a state of chronic boredom, lack of engagement, and mental underload at work. It may sound harmless, but it can have serious consequences for both employees and organizations.

Unlike burnout, which is driven by overstimulation, boreout is caused by understimulation, tasks that are too easy, repetitive, or meaningless.

Burnout vs. Boreout – A Global Workplace Crisis

• Burnout is officially recognized by the World Health Organization (WHO) as an occupational phenomenon tied to chronic workplace stress. Symptoms include exhaustion, cynicism, and reduced professional efficacy.
  
  

• Boreout, while not yet officially classified, is gaining attention from global experts. A report by the Harvard Business Review notes that boredom at work is strongly linked to reduced productivity and increased absenteeism.
  
  

According to a Gallup State of the Global Workplace Report, only 23% of employees worldwide are engaged in their work. That means a majority are either disengaged, or actively disengaged.

Signs of Boreout

• Constant clock-watching
  
  

• Feeling unchallenged or useless
  
  

• Engaging in “fake work” or distractions to appear busy
  
  

• Low motivation and job dissatisfaction
  
  

• Emotional fatigue from pretending to care
  
  

The Hidden Cost to Companies

Organizations suffer when employees are bored:

• High turnover
  
  

• Decline in innovation
  
  

• Poor collaboration
  
  

• Wasted payroll on disengaged employees
  
  

A study by the UK’s Office for National Statistics revealed that bored employees are twice as likely to leave within the next 12 months.

Global Perspectives

• In the U.S., a survey by Korn Ferry found that 33% of professionals leave jobs because they’re bored.
  
  

• In Germany, researchers at the University of Konstanz found boreout prevalent in administrative and public service roles, with long-term mental health impacts.
  
  

• A McKinsey Global Institute study confirms that skill mismatch and job misalignment are key contributors to disengagement.
  
  

What Can Be Done?

For Employers:

• Regularly review and redesign roles to include variety and growth.
  
  

• Encourage feedback and idea-sharing.
  
  

• Promote job rotation, training, and upskilling.
  
  

For Employees:

• Speak up: Request more meaningful or challenging tasks.
  
  

• Explore lateral moves within your company.
  
  

• Invest in personal development and new skills.
  
  

Final Thoughts

Burnout gets most of the spotlight, but boreout is the silent productivity killer. Whether you're a manager or team member, addressing boredom at work is essential for long-term well-being, job satisfaction, and organizational success.

Don’t just survive the workday, make it meaningful.

References

1. World Health Organization (WHO), Burn-out an "occupational phenomenon": International Classification of Diseases
   
   

2. Gallup (2023), State of the Global Workplace Report
   
   

3. Harvard Business Review, The Boredom Effect at Work
   
   

4. Korn Ferry, Job Switch Survey
   
   

5. McKinsey Global Institute, The Future of Work After COVID-19
   
   

6. UK Office for National Statistics, Labour Market Turnover and Engagement
   
   

7. University of Konstanz, Germany, Study on Boreout and Public Sector Employees