There’s a new workplace crisis crushing productivity and costing companies hundreds of millions: Can you relate to ‘boreout?’

It’s entirely normal to occasionally feel bored at work. But when boredom becomes constant — draining your motivation and making it hard to focus — it may be a sign of something more serious: Chronic boredom.

An increasing number of employees are experiencing something called “boreout”: a burnout-like condition marked by chronic boredom, disengagement and a complete lack of purpose at work. It’s a state that leaves employees feeling underutilized or useless. And it’s costing companies big money. But there is a way to stop boreout and start reengaging and the solution can be initiated by the employer or implemented by the employee.

Burnout versus “boreout”: How to tell the difference

Many people are familiar with burnout. Oxford Reference defines burnout as: “A work-related condition of emotional exhaustion in which interest in work, personal achievement and efficiency decline sharply and the sufferer is no longer capable of making decisions.” It’s a condition that often results from consistent long hours, tight deadlines and a lack of on-the-job support.

Burnout can leave employees feeling overwhelmed, leading to higher levels of anxiety and depression, which can be amplified by workplace issues. In some cases, these symptoms manifest physically, leading to sleep disruption and compromised immunity. This can ultimately cause increased absenteeism and decreased productivity in the workplace.

Imagine you’ve been grinding through 11-hour days for two months and the deadlines still keep piling up. You’re exhausted, stressed and losing sleep. That’s burnout.

While burnout has long been recognized as a workplace issue, fewer people are familiar with boreout. With boreout someone mentally detaches from work because they feel understimulated or unchallenged. Boreout tends to show up as apathy, boredom and emotional withdrawal — without the same level of physiological strain that comes from burnout.

But don’t underestimate the negative impact of boreout — as it’s far more serious than it sounds. When your work feels relentlessly dull, staying present and motivated becomes difficult. And being handed meaningless or repetitive tasks can slowly chip away at your confidence and sense of purpose.

Let’s say you’ve been working regular eight-hour days — but the tasks you’re continuously assigned are so monotonous and unstimulating, you even dread showing up. Your focus slips, your performance dips and you feel mentally checked out because the work doesn’t stimulate you anymore. That’s boreout.

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Why burnout — and boreout — are costing Canada billions

Feeling overwhelmingly bored at work isn’t only a personal struggle — it’s a workplace issue with real consequences. Chronic disengagement, whether from burnout or boredom, affects more than morale. It can quietly erode productivity, increase employee turnover and cost employers more money than they realize.

Stress, burnout and mental health are increasingly common in Canadian workplaces, and they carry a heavy price tag for employers. A 2025 report from Mental Health Research Canada (MHRC) found that 39% of employees claim burnout, which translates to as much as $28,500 in losses per employee annually (1). These losses stem from reduced productivity, absenteeism and employee turnover.

We have yet to see specific Canadian data that isolates the losses that occur from “boreout” versus burnout. However, the evidence that points to mental health issues arising from poor workplace conditions is increasingly difficult to ignore.

Mental health disability claims continue to climb each year. In 2025, they represented 35% of new and ongoing claims and make up 70% of total disability costs (2).

Taking steps to improve these conditions means happier employees who can effectively produce and contribute to their business’s long-term success. Addressing workplace mental health, whether stemming from stress or boredom is an essential investment that directly impacts your company’s bottom line.

How to cope with burnout or boreout and keep your job

If you feel your workplace success is compromised from overwhelm or chronic boredom, speak up about it. Your manager may have no idea what you’re experiencing, especially if your productivity hasn’t yet slipped. An early conversation can help prevent the issue from escalating and protect your professional reputation.

Start by communicating with your manager and, if appropriate, invite your human resources (HR) rep into the conversation. Be honest with how you’re feeling and come prepared to offer practical solutions.

• If you’re burnt out: Identify the tasks that are pushing you past your limits. Ask if some responsibilities can be temporarily redistributed, or if due dates can be extended or expectations adjusted while you recover.

• If you’re bored or understimulated: List the tasks that you find repetitive or tedious and ask if they can be reassigned, streamlined or automated. Then share what type of work excites you or better matches your skill set and helps you grow.

If you’re looking for guidance, the Government of Canada’s Centre of Expertise on Mental Health in the Workplace provides resources, tools and services for workers, managers and organizations (3). It can help address concerns and build a workplace framework that can improve employee mental health and overall business success.

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Bottom line

Burnout and boredom may look different but both can drain employee motivation, weaken performance, and cost Canadian workplaces billions in lost productivity. The good news is that these problems are often fixable with honest communication between workers and managers — paired with practical adjustments to workload or responsibilities.

Through communication employees and employers can prevent long-term damage. Whether you’re overwhelmed or underchallenged, taking action now can protect your well-being, strengthen your career and help create a healthier workplace for everyone.

Article sources

We rely only on vetted sources and credible third-party reporting. For details, see our editorial ethics and guidelines.

Mental Health Research Canada (1), (2); Government of Canada (3)

— with files from Melanie Huddart