Chances are that at least one in four of your colleagues is experiencing burnout. That’s according to the latest workplace wellbeing survey by leading research NFP, SuperFriend. Now in its 11th year, the Indicators of a Thriving Workplace study is the largest of its kind in Australia and provides one of our most comprehensive snapshots of workplace mental health.

While the research – based on responses from more than 12,000 employees across all 19 industries recognised by the Australian Bureau of Statistics – shows that workplace wellbeing has stalled since 2024, it also offers a roadmap for improvement, highlighting the conditions that help employees thrive and the psychosocial risks holding them back.

“The fact that things are not changing is itself a signal that targeted action is really needed,” says SuperFriend’s research and insights analyst Melanie Jeffress. “That’s what this report aims to address.”

So, what are Australia’s biggest workplace wellbeing challenges – and what can NFP organisations do to help employees thrive? We take a closer look at the report’s key findings.

The five indicators of a thriving workplace

At the heart of the report is SuperFriend’s Five Domains framework, which measures the workplace conditions that contribute to positive mental health and wellbeing. These include:

• Safety – how workplaces prevent harassment, bullying, discrimination and violence.
• Connectedness – the quality of relationships in a team.
• Work design – how roles, responsibilities and workloads are designed.
• Capability – having access to mental health skills and resources in the workplace.
• Leadership – how managers support and enable their teams.

Jeffress says the five domains are intentionally strengths-based, designed to help organisations create the conditions for employees to thrive.

This year, the highest-scoring domain across all workplaces nationally was connectedness, with a score of 75.7 (on a scale from 0 to 100). Notably, those who reported higher connectedness were more likely to see themselves remaining with their current organisation over the following 12 months.

“Connectedness has consistently ranked number one in our report over the years,” says Jeffress. “It is a genuine strength of Australian workplaces and can actually be a protective factor for things like psychological distress and burnout.”

“A national score of 100 would be ideal, so there’s clearly room for improvement, but it is the area where organisations consistently do best.”

The report highlights the importance of regular team check-ins, fostering a sense of belonging and open conversations about wellbeing for strengthening team connectedness.

Capability ranked lowest of the five domains, with a national score of 62. Jeffress says this has also been a consistent finding over the years, signalling that many workplaces still need to do more to equip employees with skills and resources to support their mental health.

“The capability domain is a strong driver of productivity,” she says. “When employers provide an environment that promotes wellbeing, workers are more likely to be at their best performance at work.”

The biggest psychosocial risks facing Australian workplaces

The psychosocial hazards that were managed least effectively in 2025 were job demands, change management and staff recognition.

More than two in five workers reported an inappropriate workload – with the highest rates in ‘education & training’ and ‘healthcare & social assistance’, both areas where many employers are NFPs. More than half of workers experienced a disruptive workplace change, and more than 40% said they didn’t feel recognised for their achievements.

Jeffress points to structural solutions as a way of addressing these challenges, and notes that deliberate work design can play a critical role in mitigating excessive job demands: “When organisations strengthen work design, they improve an employee’s perception of their workload and reduce the feeling of burden,” she says.

The report suggests that managing organisational change effectively requires open communication, actively involving employees throughout the transition process, and providing support during periods of uncertainty.

Take action: When it comes to improving workplace recognition, Jeffress says leadership is the primary lever: “We found that when organisations improve their leadership, they also have an opportunity to improve recognition as a psychosocial hazard.”

The human cost of harmful workplace conditions

Beyond these widespread organisational stressors, the report also points to an alarming trend for organisations employing those in caring professions: the prevalence of secondary trauma, where workers absorb the emotional impact of other people’s traumatic experiences.

The issue is particularly pronounced in the ‘healthcare & social assistance’ and ‘community & personal services’ sectors of the economy, highlighting the importance of NFPs providing appropriate support, supervision and wellbeing measures.

The report draws a clear link between unmanaged psychosocial hazards and poorer employee wellbeing, highlighting two key consequences: psychological distress and burnout.

More than one in seven workers reported experiencing severe workplace psychological distress – a level of emotional strain that can affect concentration, decision-making, relationships and overall wellbeing. The research found that psychological distress is a key driver of workplace absenteeism, while a stronger sense of belonging at work and supportive relationships between colleagues can help reduce it.

One in four workers described themselves as completely burnt out – a state of physical and emotional exhaustion that can leave people feeling overwhelmed, unmotivated and less able to manage their day-to-day work. The silver lining is that there was a small decrease in the percentage of workers who saw themselves as “completely burnt out” between the 2024 survey (28.0%) and the 2025 survey (25.2%).

“Our research has consistently shown that burnout is associated with lower employee retention, lower productivity and increased absences due to mental health,” Jeffress says.

Take action: The research suggests that organisations can help reduce burnout by better involving employees in workplace decision-making.

Who is most at risk

The report identifies three groups that are more likely to experience burnout and harmful workplace experiences.

The first is customer-facing workers such as clinicians, nurses, teachers, receptionists and anyone working directly with the public.

“Unsurprisingly, they have significantly higher rates of harmful workplace experiences such as customer violence, bullying, discrimination and harassment,” Jeffress says. Overall, 34% of this group reported at least one incident of violence, bullying, discrimination or harassment in the past 12 months, compared with 29% across the workforce.

Take action: NFP organisations can better support customer-facing workers by regularly reviewing anti-bullying policies, making reporting processes accessible and ensuring incidents are investigated and addressed quickly.

The second high-risk group is younger workers aged 18 to 24. “The study found that one in four young workers reported severe psychological distress and more than half are at risk of burnout,” Jeffress says. “This reflects broader trends, with the (ABS) National Mental Health Survey finding that up to 39% of people in this age group experience a mental health condition in any 12-month period.”

Experiencing financial distress was another major risk factor identified in the report. Around 35% of workers said they were under financial pressure, and these workers were more likely to experience burnout. As Jeffress notes, “Workers really bring their whole selves to work. What they’re dealing with outside the workplace certainly influences their wellbeing at work.”

Take action: NFP leaders can support employees experiencing financial stress by creating a culture where people feel comfortable discussing financial challenges, offering flexibility where possible and promoting financial wellbeing resources.

Turning insights into action

The SuperFriend report makes clear that creating a thriving workplace starts with understanding what psychosocial risks an organisation faces.

“My key takeaway is the importance of knowing and understanding your workforce so you can measure and find out what’s really happening,” Jeffress says. “Having the right insights puts you in the best position to implement preventative initiatives.”

The findings also reinforce that there is no one-size-fits-all approach to workplace wellbeing. Effective initiatives need to reflect the realities of different roles, teams and workplaces, rather than relying on blanket policies.

Above all, Jeffress says organisations shouldn’t lose sight of the people behind the data. “While it’s essential to consider organisation-wide risks, don’t forget the human factor,” she says. “When individual workers are listened to properly, consulted and involved in the journey, they’re much more likely to experience the conditions that enable them to thrive.”

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