In laboratories across the globe, researchers and lab staff keep experiments running and ideas flowing, but a quieter challenge often goes unnoticed: burnout. Even in thriving labs, the hidden toll of disengagement can slow progress and add surprising costs that many lab managers might not see coming.

A new study published in the American Journal of Preventive Medicine reveals just how high those costs can climb. Using a detailed computational simulation, the researchers found that as many as 60 percent of employees are silently struggling with burnout, driving costs that can reach up to $5.04 million annually for a 1,000-employee organization.

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“Burnout is pervasive and it’s costing organizations millions each year,” said Molly Kern, professor at Baruch College’s Zicklin School of Business and co-author of the study. “Organizational leaders need to consider how their cultures and benefits programs support the 60 percent of employees silently struggling with burnout.”

The research, conducted by the Public Health Informatics, Computational, and Operations Research (PHICOR) team at the CUNY Graduate School of Public Health and Health Policy (CUNY SPH) in collaboration with Baruch College, Johns Hopkins University, and the University of San Diego, breaks down burnout costs by job type:

• Hourly non-managers: $3,999 per employee each year (95 percent range: $3,958–$4,299)
• Salaried non-managers: $4,257 per employee each year (95 percent range: $4,215–$4,299)
• Managers: $10,824 per employee each year (95 percent range: $10,700–$10,948)
• Executives: $20,683 per employee each year (95 percent range: $20,451–$20,915)

With the typical workplace composition—about 59.7 percent hourly non-managers, 28.6 percent salaried non-managers, 10 percent managers, and 1.7 percent executives—the average total annual cost of burnout reaches $5.04 million (95 percent range: $5.03–$5.05 million) for a 1,000-person workforce.

Beyond the financial hit, burnout also exacts a significant health toll. The researchers calculated an annual loss of 801.7 quality-adjusted life years (QALYs) for a workforce of this size—an indicator of how burnout can diminish overall well-being and effectiveness.

Inside the employee burnout simulation

The study’s simulation goes beyond tallying costs. It models the path employees take from engaged participation to burnout and disengagement, depending on the stressors they encounter both within and outside the workplace. These stressors include workload, sense of community, control over work, fairness, and external pressures such as family, financial worries, and health issues.

As the simulation proceeds, the employee’s state can shift every two weeks based on the type and number of stressors encountered. While in any given state—engaged, burned out, overextended, disengaged, or ineffective—an employee’s productivity and health outcomes vary, affecting the overall financial and operational performance of the organization.

“Our model quantifies how much employee burnout is hitting the bottom line of companies and organizations,” said Bruce Y. Lee, professor at CUNY SPH, PHICOR and Center for Advanced Technology and Communication in Health (CATCH) executive director, and senior author of the study. “It can give companies and organizations a better idea of how focusing more on employee well-being could help decrease costs and increase profits.”

Employee burnout’s scale compared to other investments

The study found that burnout costs range from 0.2 to 2.9 times the average cost of employee health insurance, and from 3.3 to 17.1 times the cost of employee training. In other words, the dollars lost to burnout can overshadow even substantial investments in health benefits.

For lab managers, the takeaway is clear: burnout is not just a personal or HR issue—it is a critical operational risk that can affect safety, research productivity, and morale.

How to prevent employee burnout in the lab

By taking proactive steps, lab managers can support staff well-being and strengthen lab performance. Here are some practical strategies to consider:

Prioritize physical and psychological safety

Safety in the lab is more than just protective gear and standard protocols—it's about creating an environment where staff feel genuinely secure and supported. That means encouraging them to voice concerns openly, without fear of judgment or retribution, and treating psychological stressors with the same seriousness as physical risks. It also means normalizing conversations around mental health, offering resources, and building trust through confidential channels for those who need extra support.

Foster connection and community

Trust and mutual respect are the foundations of any strong team, and they start with open communication. In a lab, this means making sure feedback is valued and ideas are genuinely heard. Create opportunities for team-building—whether through regular meetings, peer mentorship, or informal gatherings—that foster a sense of belonging and inclusion. When staff feel connected and appreciated, they are more likely to collaborate, innovate, and thrive in any lab setting.

Balance workloads and work-life harmony

Burnout often takes hold when staff are overwhelmed or always on call, unable to find the time or space to recharge. To counter this, regularly review workloads to ensure tasks are realistic and play to staff strengths. Where possible, offer flexible scheduling that helps employees maintain a healthy balance. And most importantly, set clear expectations that time away from the lab—whether it is vacation, evenings, or simply a lunch break—should be truly protected and respected.

Show that every role matters

Recognition is a powerful antidote to burnout. Celebrate milestones and achievements, big or small, to show staff that their work is valued. Assign tasks that play to individual strengths and interests, and involve employees in decisions that shape the lab’s direction. When staff feel connected to the lab’s mission, they are more likely to stay engaged and motivated.

Invest in professional growth

Give staff opportunities to learn and advance, whether through specialized training, cross-training, or mentorship. Support skill development not just for job performance, but to help employees see a future for themselves in the lab. Encourage curiosity and continuous improvement to cultivate a sense of purpose and momentum.

The bottom line

By recognizing burnout as an organizational challenge and investing in employee well-being, lab managers can transform this hidden cost into an opportunity for growth. Protecting your team from burnout not only safeguards their health and morale but also strengthens your lab’s productivity, safety culture, and future success.