Burn-out detection: the fire smolders long before it burns out
Burn-out never happens overnight.
It builds up slowly, like an unseen ember, until it becomes a fire.
In companies, we often talk about burn-out after the fact: when the person collapses, when we have to "manage the crisis".
But before that, there were signs.
Weak signals, often visible, rarely understood. Yet burn-out can be detected.
This episode of our mini-series aims to name these signs, and make them legible.
Because when it comes to mental health in the workplace, prevention means first and foremost seeing.
"I didn't recognize myself anymore" - The story of an invisible shift
"I'd become irritable and everything irritated me. I'd wake up tired, make mistakes, forget simple things.
And yet, I kept saying I was fine. Because everyone was busy, so I didn't want to appear "fragile".
One morning, I started crying in front of my screen. For no reason at all. That's when I realized I had to stop."
Occupational psychologists often hear this story.
It's the story of an emotionally overloaded person who ignored the early warning signs, sometimes because no one took them seriously.
Detecting burn-out: what HR and managers need to know
Burn-out manifests itself through progressive signals. At first they are discreet, then more visible.
Spotting them early gives you a chance to act before they break.
Emotional signals: when enthusiasm fades
"I began to feel empty. All the things I loved about my work were no longer giving me anything. Even an e-mail seemed like a mountain to climb." - Sophie, sales manager.
This type of feeling is often the first indicator of deep emotional fatigue, one of the three pillars of burn-out. Detecting burn-out means paying closer attention to these subtle changes: loss of interest, irritability, gradual detachment.
Physical signals: when the body sounds the alarm
"I used to wake up at night with my heart beating too fast. My back hurt, my head hurt... but I told myself it would pass."- Karim, technician.
Sleep disturbances, widespread pain, repeated infections, chronic fatigue... These bodily signals are often overlooked, even though they are physiological warnings. Detecting burn-out is not just a matter of observing morale: it must also include the bodily dimension.
Cognitive signals: when concentration wanes
"I was forgetting meetings and making mistakes. I'd always been rigorous, but I didn't recognize myself anymore." - Claire, HR Manager.
Forgetfulness, loss of concentration, unusual errors, a feeling of "mental fog"... These cognitive signals are often the most visible to colleagues or managers. Spotting them early can help prevent a long-term spiral of burnout.
Behavioral signals: when isolation sets in
"I started having lunch alone, refusing team meetings. I no longer had the energy to 'pretend'." - Marc, project manager.
Social withdrawal, reduced commitment and defensive reactions are not simply "bad moods". They are behavioral warning signals that HR and managers must learn to interpret, so they can act before things get out of hand.
It's not the presence of an isolated sign that should raise the alarm, but the evolution of a person's behavior in relation to himself or herself.
See also our webinar "From burn-in to burn-out: preventing burnout.
Detecting burn-out: why these signals often go unnoticed
Companies are not lacking in data, but in keen eyes.
This often prevents detection:
- The normalization of overload: "we're all overworked" becomes a collective excuse.
- Fear of judgment: many fear being perceived as "non-resilient".
- Lack of places to talk: there are few places where people can express their fatigue or loss of meaning without fear.
In this way, suffering becomes silent, invisible, until it collapses.
When prevention becomes culture: what can HR do?
The key is not just to act in a crisis, but to build a culture where weak signals are heard.
Here are some concrete ways to achieve this:
1. Train managers to detect and react
Managers are on the front line.
Raising their awareness of emotional, physical and cognitive signals, and of the need to listen, enables earlier intervention.
Training in RPS prevention or in PSSM (Mental Health First Aid) can make all the difference.
2. Create regular opportunities for self-expression
Espaces de Discussion sur le Travail (EDT) ( Work Discussion Spaces ) enable us to talk about work without taboos, and to verbalize difficulties before they become blockages.
They promote collective adjustment and trust.
3. Integrating mental health into HR indicators
It's not enough to talk about well-being: you have to measure it.
Absenteeism rates, staff turnover, satisfaction surveys, anonymous feedback. These data need to be tracked and cross-referenced to detect trends in collective fatigue.
The social barometer measures changes in your company's social climate.
4. Supporting employees in difficulty
When an employee is already at risk, it's no longer a question of prevention but of support.
This can involve :
- Professional psychological support(helpline, consultation with an occupational psychologist).
- Gradual readaptation on return from sick leave.
- Adaptation of workstation or therapeutic part-time work.
- Caring takeover interviews conducted by the manager and HR.
Conclusion - Act before it burns
Burn-out is not measured by the intensity of work, but by the desynchronization between the individual and his or her environment.
When workload, meaning and support are no longer aligned, the flame burns out. Detecting burn-out requires daily vigilance.
What if your company decided to act before things got too hot?
Pros-Consulte's psychologists help organizations to identify, listen and support before things get out of hand.
