As Covid continues to disrupt the world, with a worrying new variant emerging in South Africa and restrictions reimposed in Northern Ireland, it’s become evident that our capacity to work has taken a hit (or three).

As long ago as February, reports were emerging that employees were experiencing record levels of burnout – feeling overwhelmed, emotionally drained and unable to meet constant demands of everyday life.

It’s clear that in the new landscape of work, employers need to have an awareness of how burnout will affect their employees – for the sake of the individuals and the company.

How can managers preemptively protect their workers from burnout? And what can they do to support those who are experiencing it?

This is our edit of the global conversation on purpose.

• The warning signs: what happens in a company just before employees burnout – Fortune
• How roundabouts can help fight climate change – The New York Times
• Why burnout and imposter syndrome are harming careers in science – Nature
• London stockbrokers Finncapp are giving employees unlimited holiday to combat burnout, with a minimum requirement of four weeks off work per year – BBC News
• Why retention is key to managing the Great Resignation – The Economist 
• Being effective and compassionate are not mutually exclusive. Here’s why becoming a humane leader is so important – Harvard Business Review
• Nearly 90% of managers say they aren’t worried about burnout, but here’s why they should be – Forbes
• In the fragility of a return-to-office work world, how can we seek out moments of certainty? – The Financial Times