2025 Burnout Trends in Higher Education

Faculty, staff, and students alike are navigating heavier loads with fewer resources.

TL;DR on Burnout in Higher Ed

Role creep and administrative load are top drivers.

Student mental-health spillover increases educator strain.

Adjunct/contract precarity fuels systemic stress.

Universities balance teaching, research, and service while responding to growing student mental health needs. Faculty face “invisible” labor (advising, committees) without formal credit. Staff juggle resource constraints with escalating student expectations. Students themselves—especially international and first-gen—add layers of complexity.

Latest Signals from College Campuses

What is unique about Healthcare?

Healthcare teams face unique demand volatility and high-stakes decisions with limited control. Documentation load and patient aggression compound strain. Protective factors—peer cohesion, psychologically safe debriefs, and predictable recovery—separate resilient units from fragile ones.S

The Latest Signals:

  • 50% of faculty cite workload creep as their main burnout driver.

  • Student mental health crises increase after-hours demands.

  • Precarity of contract roles reduces long-term commitment and feelings of hope.

Myth: Sabbaticals solve burnout.

Reality: without day-to-day workload fixes, recovery evaporates.Reality: workload + control + recovery are first-order drivers of recovery.

Leadership playbook: Your top three management moves to reduce burnout for campus staff

Rebalance And Audit Workloads

Audit and rebalance hidden faculty workloads—like committees and advising—to prevent burnout and protect time for teaching and research.

Engage Student Support Services

Engage campus support services to share student mental health demands, easing the hidden load and reducing burnout risks for faculty and staff.

Meeting Free Research Blocks

Protect meeting-free research blocks to enable deeper thinking cycles, fueling innovation and reducing burnout from constant context switching.

Metrics that Matter - Stats worth watching

Total Committee Hours

Total Sick Days

Student : Advisor Ratios

Book Jennifer’s Higher Education Burnout Workshop for Professors and Professionals working on campus.

Jennifer offers virtual and in-person keynotes, workshops, seminars, and breakout sessions on workplace well-being, employee mental health, happiness in the workplace, employee burnout, the future of work, and more. From the front line to the C-suite, Jennifer receives rave reviews on her sessions. She is seen here delivering her LinkedIn Learning course titled “Prevent Team Burnout as a Manager.”

Learn About Working With Jennifer
  • How to turn our gaze back to the future and decide how we want to be and what we can accomplish when we do. This is one of the secrets of happier employees and happier workplaces.

  • How to think differently about the multigenerational workforces, Equity Deserving populations, and increasing diversity in our workforces. Do the same things create happiness for all populations in the workplace? Not likely. It is important to understand the unique needs and differences and tailor our efforts to increase employee happiness.

  • Understand what flexibility means, why employees care so much about autonomy, and how to use it to create value. Employee happiness relies on feeling confident in our work and feeling like we are trusted and have the confidence of our boss, manager, or supervisor.

  • How and why to invest in belonging, connection, and friendships, which are more important than ever and more difficult to create in hybrid workplaces. Workplace happiness cannot exist if employees lack an authentic sense of belonging.

  • How and why it so valuable for employees to feel the connection between their efforts and purpose? Your organization has a mission and vision, how to begin evolving our employee value propositions and recruiting employees whose personal values align with the direction of the organization. it is difficult to increase employee happiness if we can’t align to peoples purpose in life.

Research Notes and References:

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