Human resources professionals are the people everyone turns to. They are the ones who lead difficult conversations, manage layoffs, adapt to new legislation, champion mental health initiatives, and somehow keep the entire HR function running. And they’re supposed to do it all with a smile. But what happens when HR burnout becomes the problem?

But recent studies paint a grim picture: a third of HR professionals would consider quitting due to burnout, and more than 40% of HR teams describe themselves as overwhelmed. For a profession focused on caring for people, the irony is clear: no one seems to care about HR.

The problem is not limited to one department. When HR falls apart, the entire organization feels it. Recruitment slows, employee relations deteriorate, compliance risks set in, and the strategic work that actually moves the business forward simply isn’t getting done.

So, what is causing this human resource depletion and what can be done?

If you’re looking for practical ways to support your HR team through burnout, check out our guide to short- and long-term burnout strategies.

Why HR burns out

The pressures on HR have increased considerably in recent years. In the last 12 months alone, industry conversations have been dominated by demands for staff wellbeing, the rapid rise of AI in the workplace and the push for greater fairness in the workplace – all complex and evolving areas that require constant attention.

Added to this is the regulatory environment. The Employment Rights Bill represents one of the most significant overhauls of employment law in a generation, and HR teams are expected to interpret, implement and communicate each change while continuing to manage people’s day-to-day operations.

Then there is the structural problem. Many HR professionals still work with fragmented and disconnected systems – spending hours manually entering data, pulling together reports from multiple spreadsheets, and battling administrative errors that better processes would have avoided entirely.

According to a Gartner study, 55% of HR professionals say their current technology does not meet their current or future needs. This represents a majority of professionals working with one hand tied behind their back, leading to an increase in HR burnout.

The result? HR professionals who are so overwhelmed by the administrative burden of their role that they no longer have the capacity to do the strategic and people work that actually gets them done.

Warning signs of burnout

As anyone who’s ever experienced it will tell you, burnout can feel like it comes out of nowhere, but there are always warning signs. However, because HR professionals are trained to project composure and ability, this is often the last thing they admit to.

Common warning signs include persistent exhaustion that rest doesn’t fix, increasing cynicism or detachment from work, feeling like nothing you do makes a difference, and physical symptoms like poor sleep, frequent illness, and difficulty concentrating.

Understanding and preventing presenteeism is a related concern: Many HR professionals continue to show up and function while secretly working on empty, which can make the problem harder to spot and easier to ignore.

If this all sounds familiar, it’s important, not only for your own health, but also for the quality of support you are able to provide to the rest of the staff.

Short-Term Steps: What You Can Do Today

The good news is that there are immediate, practical actions that can make a real difference – and they don’t require board approval or a software implementation project.

Mind, the leading mental health charity in England and Wales, outlines five evidence-based steps to better wellbeing, particularly relevant for people in high-pressure roles:

Connect with others. Meaningful human connection is one of the most powerful buffers against stress. This could mean grabbing coffee with a coworker, making an appointment with a friend, or simply having a conversation outside of work during the day. The format matters less than usual.

Move your body. Physical activity has a well-documented impact on mood, sleep quality and anxiety levels. This doesn’t necessarily mean going to the gym: a lunchtime walk, taking the stairs, or a five-minute stretch between meetings all count.

Notice how you feel. Self-awareness is an underutilized skill. Taking a moment to check in with yourself – not just your to-do list – can help you identify when stress is building up before it becomes something more difficult to manage.

Keep learning. Learning and development are closely linked to job satisfaction and confidence. Even small investments in upskilling or staying current with the industry can change the way you view your role.

Give something back. Research consistently shows that acts of generosity – even small ones, like helping a newcomer get settled or organizing a team volunteer day – have a measurable positive effect on the well-being of the giver.

Supporting employee mental health and well-being is something HR professionals know how to do for others. The most difficult task is to apply the same thinking internally.

The role of recognition

One of the quietest drivers of HR burnout is a lack of recognition of the role. HR does a huge amount of invisible work: the difficult conversation that prevented a tribunal, the process improvement that saved work hours each week, the policy that protected a vulnerable employee. Much of it goes unnoticed.

Employee recognition is important, and this applies to HR teams as much as anyone else. If you lead an HR function, consider how you recognize the efforts of your team. If you’re an HR professional who rarely hears “well done,” it’s worth bringing up this conversation.

Long-term solutions: tackling structural causes

Wellness practices can alleviate the symptoms of burnout, but they don’t address the underlying causes. To do this, you must first examine the processes and systems causing the overload.

Three structural areas are worth examining:

Connected systems. Disconnected HR, payroll, and financial platforms are one of the biggest sources of unnecessary administrative burden. When these systems don’t communicate with each other, HR ends up serving as a manual bridge: re-entering data, reconciling discrepancies, and responding to queries that a connected system would resolve automatically. Integrating your core platforms reduces duplication, minimizes human error and frees up significant time.

Automation and self-service. Modern HR software can automate a wide range of repetitive tasks: from routing leave requests to generating onboarding documents to performance review reminders. Employee self-service portals go even further, allowing staff to manage their own records, access payslips and request time off without any involvement from HR. It is not HR who are being replaced; it’s HR who is freed up to do the work that actually requires an expert.

Better reporting. A significant portion of HR time is spent gathering data for the reports that management regularly requires. With the right HR software, these reports can be created once, scheduled and updated in real time – no more days wasted assembling spreadsheets. Understanding why wellness initiatives are important is one thing; having the data needed to make their case to the board is another, and good reporting makes that possible.

Support structures to know

If you or a member of your team is struggling, it’s worth knowing what structured support looks like. Employee assistance programs (EAPs) provide confidential counseling, mental health support and practical advice – and while HR teams are often the ones implementing them for all staff, they have just as much right to use them.

The essentials

HR burnout is not a personal failure. This is the predictable result of a profession called upon to do more with less, in an increasingly complex environment, without adequate recognition or structural support.

The steps to address this exist – both immediate, low-cost wellness actions and longer-term process improvements. The question is whether HR leaders and those who lead HR functions are prepared to prioritize them.

If you want to dig deeper into the practical strategies covered here – including a full breakdown of how HR software can reduce administrative burden and Mind’s five-step wellbeing framework – we’ve put it all together in one place.

Download our free guide: Fight against HR burnout →

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Self-improvement and burnout are common concerns in the accounting industry.

CABA reports that 56% of accountants suffer from stress and are overwhelmed, compared to 41% in other professions. It also states that 43% of accountants have “constantly or often experienced indicators of burnout” over the course of a year.

The problem is that, in such a busy sector, it is difficult to identify the causes and know what to do.

How staff can quickly become overwhelmed and burned out in accounting

How do accountants get overwhelmed and ultimately burn out? It often starts with smiles and celebrations: the promise of a new job. It could be a new customer, for example.

Unfortunately, the client may not realize how much high-volume, low-yield work they need to do – tasks like accounting and payroll.

Then there is the introduction of new legislation. Updates like Making Tax Digital (MTD) and its quarterly reporting can add complexity overnight. Suddenly, each Your client needs more help and you have the same number of employees.

When this happens, your team of experts is pulled away from high-value work and buried in administration.

The essential link – how overwork becomes burnout in accounting

Overwork is a contributor to burnout, particularly in fields like accounting, where chronic workload, role ambiguity and pressure to perform can become a real problem. When accountants consistently exceed healthy limits, their ability to recover diminishes. This leads to chronic exhaustion, decreased motivation and emotional detachment from their work.

Over time, this cycle of overwork harms not only individual well-being but also the quality of work, making burnout a persistent risk within the profession.

Why Quick Fixes Fail Managers

When leaders underestimate the severity of a growing workload, the danger is that they react instead of strategizing.

The instinct is to push harder, ask for longer hours and give staff more money. But that doesn’t solve the problem. An overworked and tired staff is an unhappy staff, and burnout doesn’t go away with a raise or overtime pay.

Hiring more professionals is tempting and seems like a logical path. Unfortunately, the news is not good for many accounting firms. The recruitment market is difficult and vacancies remain below pre-pandemic levels. Even if you can hire easily, bringing in highly skilled people to handle repetitive tasks is expensive and demotivating for them. As such, it’s simply not sustainable.

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The Smartest Way to Beat Burnout and Burnout: Righthoring

The real solution is strategic: matching the right tasks to the right people while applying the right controls. This approach is known as “rightshoring”. It helps businesses manage workload intelligently. Instead of expecting your core team to do everything, you divide responsibilities based on complexity and value.

Your immediate team keeps high-value work, such as tax planning, client advice and strategic decisions, in-house.

Offshoring moves tasks to neighboring countries with similar time zones and business practices to reduce costs and facilitate collaboration.

Offshoring delegates scalable tasks to remote sites for greater profitability and access to specialized talent.

Outsourcing uses external contractors for routine or specialized tasks such as bookkeeping, tax filing and payroll outsourcing.

Rightshoring: who should carry out which tasks?

You now have an idea of ​​what your workforce looks like. Rightshoring gives you options and helps you use your collaborators wisely. Your top talent should be focused on work that adds value, builds relationships, and grows your business. Everything else? There are smarter ways to do this.

With that in mind, here’s how you might divide up the tasks:

Who should do high-profile work?

Big customer transactions and strategic moments belong to senior leaders – partners and managers.

Who should do high value-added work?

Tax planning and essential business advice should be handled by experienced professionals within your immediate team.

Who should focus on compliance tasks?

End of year tasks and onboarding required qualified personnelpossibly supported by coastline Or off resources.

Who is the best staff to focus on more routine and specialized tasks?

Bookkeeping, tax returns and quarterly MTD reports are prime candidates for outsourcing.

Which staff must handle a high volume of work?

Payroll is a classic example here. Unless you have a team dedicated to complex cases, outsourcing is usually the most efficient option.

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A word about automation

One important element still needs to be addressed: automation. Integrating automation into your processes is essential, but the goal should be to empower your staff and external partners, not replace them. Each core team member should prioritize high-value tasks. Giving recently graduated accountants a place in important meetings – even if only to observe – is important, because they represent the future of the firm.

The ideal solution is software that walks customers through their journey, reduces repetitive data entry by sharing information, tracks customers who forget to respond to emails, and provides many other benefits.

Read the complete guide to righthoring and put an end to overwork and burnout

Designed for accounting firms facing the pressure of high-volume, low-yield tasks, our guide explores offshoring as a practical strategy for distributing work intelligently.

• Protect your staff from burnout and disengagement
• Entrust high value-added tasks to your most experienced employees
• Streamline daily, repetitive, or high-volume work with outsourcing or remote teams
• Learn best practices for managing outsourced and remote teams

Who wrote the guide

Our guide brings together the expertise of two seasoned professionals:

Eva Mrazikova is a senior product marketing and digital transformation leader with over 20 years of experience in accounting, marketing and technology. As Senior Director of PMM and broader ACC strategy at IRIS Software Group, she leads go-to-market strategy, product positioning and customer engagement. Eva is also an accountant herself and therefore combines financial expertise with a passion for innovation and technology.

Jon Cooper is a Senior Product Marketing Partner at IRIS, where he helps connect software and services to the real needs of accounting firms. Having spent 10 years leading a team of accountants and bookkeepers, he knows first-hand the pressures businesses face and is passionate about making their lives easier through more innovative technologies and resources.

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