{"id":751344,"date":"2026-07-28T14:48:52","date_gmt":"2026-07-28T12:48:52","guid":{"rendered":"https:\/\/www.dynseo.com\/le-cout-du-burn-out-pour-lentreprise-absenteisme-turnover-et-chiffres-cles-dynseo-2\/"},"modified":"2026-07-28T14:54:42","modified_gmt":"2026-07-28T12:54:42","slug":"the-cost-of-burnout-for-the-company-absenteeism-turnover-and-key-figures","status":"publish","type":"post","link":"https:\/\/www.dynseo.com\/en\/the-cost-of-burnout-for-the-company-absenteeism-turnover-and-key-figures\/","title":{"rendered":"The Cost of Burnout for the Company: Absenteeism, Turnover, and Key Figures"},"content":{"rendered":"<p>[et_pb_section fb_built=&#8221;1&#8243; admin_label=&#8221;Article HTML&#8221; _builder_version=&#8221;4.16&#8243; custom_padding=&#8221;0px||0px||false|false&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_row admin_label=&#8221;Contenu&#8221; _builder_version=&#8221;4.16&#8243; width=&#8221;100%&#8221; max_width=&#8221;100%&#8221; 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{background:var(--light-bg);padding:56px 24px;margin-top:56px}\n.dbi-art-82b747 .faq-item {background:#fff;border-radius:var(--br);padding:26px 30px;margin-bottom:14px;box-shadow:var(--shc)}\n.dbi-art-82b747 .faq-item h4 {font-size:15px;color:var(--blue);margin-bottom:12px}\n.dbi-art-82b747 .faq-item p {font-size:14px;margin:0;line-height:1.75}\n.dbi-art-82b747 footer {background:linear-gradient(135deg,var(--blue),var(--blue-dark));color:#fff;padding:40px 24px;text-align:center}\n.dbi-art-82b747 footer p {font-size:13px;color:rgba(255,255,255,.78);margin-bottom:16px}\n.dbi-art-82b747 .footer-links {display:flex;justify-content:center;gap:10px;flex-wrap:wrap}\n.dbi-art-82b747 .footer-links a {color:#fff;font-size:12px;font-weight:600;text-decoration:none;padding:6px 16px;border:1px solid rgba(255,255,255,.28);border-radius:50px}\n.dbi-art-82b747 .source-note {font-size:11px;color:var(--text-light);margin-top:6px;font-style:italic}<\/p>\n<\/style>\n<div class=\"dbi-art-82b747\">\n<header class=\"hero\">\n<div class=\"hero-tag\">\ud83d\udcca Figures &amp; stakes \u00b7 Cost of burnout \u00b7 Absenteeism \u00b7 Turnover \u00b7 ROI prevention<\/div>\n<h1>The cost of burnout for the company: absenteeism, turnover, and key figures<\/h1>\n<pee class=\"hero-sub\">3.7% of the French GDP, 2 to 3 months of salary per sick leave on average, one active employee out of ten directly affected \u2014 the cost of burnout for companies is massive, underestimated, and largely avoidable. This data-driven dossier provides you with the arguments to convince your management team to invest in prevention.<\/pee>\n<\/header>\n<p><main class=\"container\"><\/p>\n<div class=\"intro-box\"><pee>How to convince a management team to invest in burnout prevention? Rarely with arguments of goodwill alone \u2014 but always with precise figures and estimates specific to your organization. Burnout has a direct cost, an indirect cost, and an opportunity cost that the vast majority of companies have never calculated precisely, due to a lack of method and aggregated data. This dossier compiles the most recent, reliable, and well-sourced data on the real economic impact of professional burnout in France \u2014 absenteeism, presenteeism, turnover, indirect costs, legal risks, and employer brand impact \u2014 and provides you with the necessary estimates to build a solid and convincing business case to your decision-makers, from the management team to the shareholder.<\/pee><\/div>\n<h2>1. The scale of the phenomenon in France: what the figures really say<\/h2>\n<h3>1.1 A massive and accelerating phenomenon<\/h3>\n<pee>Professional burnout is not a marginal or temporary phenomenon. In France, the data converge on a concerning and structural reality. The Empreinte Humaine \/ OpinionWay survey of 2024 \u2014 the most comprehensive on the subject \u2014 estimates that <strong>2.5 million<\/strong> employees are in a state of severe professional burnout, or about <strong>9% of the active population<\/strong>. For moderate burnout states (a precursor to severe burnout if nothing is done), the proportion rises to <strong>34%<\/strong>. These figures reflect a continuous increase since 2020, fueled by the normalization of hybrid work without adaptation of managerial practices, increased performance pressure in a context of economic uncertainty, and the growing permeability between professional and personal life.<\/pee>\n<pee>Translated into actual numbers, these figures have a concrete and often surprising meaning. In a workforce of 500 employees, <strong>45 people are in severe burnout today<\/strong> \u2014 and nearly 170 are in a state of moderate burnout that foreshadows severe burnout. These are not statistical abstractions: they are real employees, likely identifiable, who are performing less well, absent more often, considering leaving, and at risk of costly decompensation at any moment.<\/pee>\n<div class=\"stats-grid\">\n<div class=\"stat-card blue\">\n    <span class=\"stat-num\">2.5 M<\/span><br \/>\n    <span class=\"stat-label\">employees in severe professional burnout in France (Empreinte Humaine \/ OpinionWay, 2024)<\/span>\n  <\/div>\n<div class=\"stat-card pink\">\n    <span class=\"stat-num\">3.7 %<\/span><br \/>\n    <span class=\"stat-label\">of the French GDP: total cost of psychosocial risks including burnout (INRS, 2021) \u2014 over 100 billion euros per year<\/span>\n  <\/div>\n<div class=\"stat-card teal\">\n    <span class=\"stat-num\">34 %<\/span><br \/>\n    <span class=\"stat-label\">of employees in moderate burnout \u2014 the reserve of severe burnout in the next 6 to 18 months if nothing is done<\/span>\n  <\/div>\n<div class=\"stat-card yellow\">\n    <span class=\"stat-num\">+29 %<\/span><br \/>\n    <span class=\"stat-label\">increase in long-term sick leaves (>30 days) related to mental disorders between 2019 and 2023 (Malakoff Humanis, occupational health report)<\/span>\n  <\/div>\n<\/div>\n<h2>2. The cost of absenteeism due to burn-out: the visible component<\/h2>\n<h3>2.1 Duration and frequency of sick leaves<\/h3>\n<pee>A sick leave for burn-out is significantly longer than a standard sick leave. According to consolidated data from CNAMTS and studies from INRS, the average duration of a leave for professional exhaustion is <strong>3 to 4 months<\/strong> \u2014 with a significant proportion of leaves exceeding 6 months (about 20% of cases) and a recurrence within 2 years in 40% of affected individuals if working conditions have not changed. For executives, the average duration is higher \u2014 5 to 6 months \u2014 and the risk of relapse is greater.<\/pee>\n<pee>These durations reflect the physiological recovery time of the nervous system after chronic exhaustion. Unlike the flu or a physical injury, burn-out does not resolve with a few days of rest \u2014 it requires a time of neurological and psychological reconstruction that can only be shortened gradually and with appropriate professional support (psychiatric or psychological follow-up, sometimes medication, gradual return). Companies that try to accelerate the return (implicit or explicit pressure) generally achieve the opposite result: a relapse that generates a second leave longer than the first.<\/pee>\n<div class=\"kpi-bar\">\n<h4 style=\"color:var(--blue-dark);margin-bottom:16px;font-size:14px;font-family:'Montserrat',sans-serif;\">\ud83d\udcca Average duration of sick leaves according to the type of pathology (days)<\/h4>\n<div class=\"kpi-item\">\n    <span class=\"kpi-label\">Physical pathologies (average)<\/span><\/p>\n<div class=\"kpi-track\">\n<div class=\"kpi-fill teal\" style=\"width:18%\"><\/div>\n<\/div>\n<p>    <span class=\"kpi-value\" style=\"color:#1a6e70\">18 d<\/span>\n  <\/div>\n<div class=\"kpi-item\">\n    <span class=\"kpi-label\">Musculoskeletal disorders<\/span><\/p>\n<div class=\"kpi-track\">\n<div class=\"kpi-fill\" style=\"width:28%\"><\/div>\n<\/div>\n<p>    <span class=\"kpi-value\">29 d<\/span>\n  <\/div>\n<div class=\"kpi-item\">\n    <span class=\"kpi-label\">Moderate exhaustion<\/span><\/p>\n<div class=\"kpi-track\">\n<div class=\"kpi-fill yellow\" style=\"width:55%\"><\/div>\n<\/div>\n<p>    <span class=\"kpi-value\" style=\"color:#7a5800\">58 d<\/span>\n  <\/div>\n<div class=\"kpi-item\">\n    <span class=\"kpi-label\">Severe burn-out \/ Depression<\/span><\/p>\n<div class=\"kpi-track\">\n<div class=\"kpi-fill pink\" style=\"width:95%\"><\/div>\n<\/div>\n<p>    <span class=\"kpi-value\" style=\"color:var(--pink)\">100+ d<\/span>\n  <\/div>\n<pee class=\"source-note\">Source: CNAMTS \/ INRS, average data on employee sick leave in the private sector 2023<\/pee>\n<\/div>\n<h3>2.2 The direct cost of a burnout leave<\/h3>\n<pee>The cost of sick leave for the company goes far beyond just compensation. In France, the first three days of waiting are not covered (unless there is a collective agreement), but the main cost is indirect: team disorganization, loss of productivity on ongoing tasks, cost of temporary or permanent replacement. The INRS valuation method identifies six cost components.<\/pee>\n<table class=\"dynseo-table\">\n<thead>\n<tr>\n<th>Cost component<\/th>\n<th>Nature<\/th>\n<th>Estimation for a manager 55 K\u20ac\/year gross<\/th>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<td><strong>Salary maintenance (during the leave)<\/strong><\/td>\n<td>Direct<\/td>\n<td>Employer&#8217;s charge on salary maintained by insurance: ~2,500 to 5,000 \u20ac\/month<\/td>\n<\/tr>\n<tr>\n<td><strong>Cost of temporary replacement<\/strong><\/td>\n<td>Direct<\/td>\n<td>Temporary worker or contractor: 300 to 600 \u20ac\/day depending on the profile<\/td>\n<\/tr>\n<tr>\n<td><strong>Loss of team productivity<\/strong><\/td>\n<td>Indirect<\/td>\n<td>Redistribution of tasks = \u201310 to 20% efficiency on the rest of the team for 1 to 3 months<\/td>\n<\/tr>\n<tr>\n<td><strong>HR management cost<\/strong><\/td>\n<td>Indirect<\/td>\n<td>Interviews, procedures, job adjustments, relations with occupational health: 15 to 30 hours HR<\/td>\n<\/tr>\n<tr>\n<td><strong>Impact on ongoing projects<\/strong><\/td>\n<td>Indirect<\/td>\n<td>Delays, loss of know-how, degraded client relations \u2014 not directly quantifiable<\/td>\n<\/tr>\n<tr>\n<td><strong>Total estimated cost for a 3-month leave<\/strong><\/td>\n<td><strong>Total<\/strong><\/td>\n<td><strong>30,000 to 60,000 \u20ac for an average manager (excluding the cost of permanent replacement)<\/strong><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<h2>3. Presenteeism: the invisible cost that escapes dashboards<\/h2>\n<h3>3.1 Burnout presenteeism: an underestimated reality<\/h3>\n<pee>Presenteeism \u2014 being physically present at work but cognitively and emotionally unavailable \u2014 is the most costly component of burnout for companies, and the least visible in classic HR indicators. An employee in advanced burnout but not yet on leave is counted as present in absenteeism statistics \u2014 but their actual contribution is reduced by 20 to 40% according to studies.<\/pee>\n<pee>Research on presenteeism \u2014 a well-documented field since the work of Hemp (Harvard Business Review, 2004) and Letvak (Duke University) consistently shows that the costs associated with presenteeism exceed the costs of absenteeism in a ratio of 2 to 3 to 1 \u2014 because people present but exhausted make costly mistakes, slow down processes, degrade client and internal client relations, and are not visible in the statistics that alert management.<\/pee>\n<div class=\"cost-grid\">\n<div class=\"cost-card pink-l\">\n    <span class=\"c-num\">\u201325 %<\/span><\/p>\n<h5>Effective productivity<\/h5>\n<pee>Estimated loss of productivity for an employee in pre-burnout without support (IFOP \/ Human Footprint, 2023)<\/pee>\n  <\/div>\n<div class=\"cost-card teal-l\">\n    <span class=\"c-num\">2 to 3\u00d7<\/span><\/p>\n<h5>Presenteeism \/ absenteeism ratio<\/h5>\n<pee>The costs of presenteeism exceed those of absenteeism in a ratio of 2 to 3 to 1 in favor of presenteeism (Harvard Business Review, summary of studies 2022)<\/pee>\n  <\/div>\n<div class=\"cost-card blue-l\">\n    <span class=\"c-num\">47 %<\/span><\/p>\n<h5>Time in wandering mind<\/h5>\n<pee>Proportion of work time spent on thoughts unrelated to the current task among exhausted employees (Gallup, State of the Workplace 2024)<\/pee>\n  <\/div>\n<div class=\"cost-card yellow-l\">\n    <span class=\"c-num\">+68 %<\/span><\/p>\n<h5>Errors and incidents<\/h5>\n<pee>Increase in the rate of errors and quality incidents in teams with a high rate of presenteeism related to psychosocial risks (INRS)<\/pee>\n  <\/div>\n<\/div>\n<h3>3.2 Calculation of the annual cost of presenteeism in your organization<\/h3>\n<pee>For a company of 1,000 employees with an average payroll of \u20ac50,000 gross per employee and 34% of employees in moderate burnout (proven presenteeism) with an average productivity loss of 15%:<\/pee>\n<pee><strong>340 employees \u00d7 \u20ac50,000 \u00d7 15% = \u20ac2,550,000 annual loss of productive value<\/strong> \u2014 solely on presenteeism, before any declared sick leave. This figure, presented with its transparent assumptions to the management team, constitutes a compelling argument that is hard to ignore for investing in prevention.<\/pee>\n<p><!-- MID-ARTICLE CTA --><\/p>\n<div class=\"formation-block\">\n<div class=\"fb-inner\">\n<div class=\"fb-img\">\n      <a href=\"https:\/\/www.dynseo.com\/en\/courses\/detecting-and-preventing-burnout-in-your-team-en\/\" target=\"_blank\"><br \/>\n        <img decoding=\"async\" src=\"https:\/\/www.dynseo.com\/wp-content\/uploads\/dynseo-images\/output\/course-729034-fr-1782764675.jpg\" alt=\"Training Detect and prevent burnout - DYNSEO\" loading=\"lazy\"><br \/>\n      <\/a>\n    <\/div>\n<div class=\"fb-body\">\n<div class=\"fb-tag\">\ud83c\udf93 Certified training \u00b7 Qualiopi No. 11757351875<\/div>\n<h3>Detect and prevent burnout in your team<\/h3>\n<pee>The DYNSEO certified training to turn these figures into concrete action: train your managers to detect early signals and prevent the slide from burnout to severe burnout. Documented ROI from the first year. 100% online, multi-licenses, fundable by OPCO.<\/pee>\n<div class=\"fb-meta\">\n        <span>\ud83c\udfaf Managers \u00b7 HR \u00b7 Leaders<\/span><br \/>\n        <span>\ud83d\udcbb 100 % online<\/span><br \/>\n        <span>\ud83c\udfc6 Qualiopi Certified<\/span><br \/>\n        <span>\ud83d\udd01 Multi-collaborators<\/span><br \/>\n        <span>\ud83d\udcb3 Fundable by OPCO<\/span>\n      <\/div>\n<p>      <a href=\"https:\/\/www.dynseo.com\/en\/courses\/detecting-and-preventing-burnout-in-your-team-en\/\" class=\"btn-primary\" target=\"_blank\">Access the training \u2192<\/a>\n    <\/div>\n<\/p><\/div>\n<\/div>\n<h2>4. The cost of turnover due to burn-out<\/h2>\n<h3>4.1 Burn-out and departure: a strong correlation<\/h3>\n<pee>Burn-out is one of the main causes of unplanned turnover in French companies. According to the Malakoff Humanis 2023 survey, <strong>38% of employees who experienced a burn-out episode left their company within 12 months of their return<\/strong> \u2014 often because the conditions that caused the exhaustion had not changed during their absence. For companies that have not implemented a prevention or structured support policy upon return, this rate can reach 55 to 60% \u2014 and rises even more among employees who felt that their burn-out was the result of untreated toxic managerial behavior.<\/pee>\n<pee>This post-burn-out turnover is particularly costly for several reasons. First, because it statistically involves experienced and engaged profiles (burn-outs more often affect invested employees who have long held on), it occurs at a time when the organization has already borne the cost of the absence, and generates a second cycle of cost (recruitment + training of the replacement) immediately after the first.<\/pee>\n<table class=\"dynseo-table\">\n<thead>\n<tr>\n<th>Job Level<\/th>\n<th>Average Replacement Cost<\/th>\n<th>Of which direct cost (recruitment + training)<\/th>\n<th>Delay before full effectiveness<\/th>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<td><strong>Employee \/ Technician<\/strong><\/td>\n<td>3 to 6 months of loaded salary<\/td>\n<td>8,000 to 15,000 \u20ac<\/td>\n<td>2 to 4 months<\/td>\n<\/tr>\n<tr>\n<td><strong>Middle Manager<\/strong><\/td>\n<td>6 to 9 months of loaded salary<\/td>\n<td>15,000 to 30,000 \u20ac<\/td>\n<td>4 to 8 months<\/td>\n<\/tr>\n<tr>\n<td><strong>Senior Manager \/ Expert<\/strong><\/td>\n<td>9 to 18 months of loaded salary<\/td>\n<td>30,000 to 80,000 \u20ac<\/td>\n<td>6 to 18 months<\/td>\n<\/tr>\n<tr>\n<td><strong>Executive \/ Top Management<\/strong><\/td>\n<td>18 to 36 months of loaded salary<\/td>\n<td>80,000 to 250,000 \u20ac<\/td>\n<td>12 to 24 months<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<pee class=\"source-note\">Source: France Strat\u00e9gie \/ ANDRH \/ McKinsey \u2014 average data for French companies with \u2265 50 employees<\/pee>\n<h2>5. Indirect costs: what dashboards do not capture<\/h2>\n<h3>5.1 The contagion effect on the team<\/h3>\n<pee>The burn-out of one employee never remains confined to the individual concerned \u2014 it spreads through the team by several mechanisms. The redistribution of the workload (the tasks of the absent employee are partially \u2014 sometimes totally \u2014 absorbed by others) generates a mechanical overload that increases the risk of burn-out among colleagues \u2014 this is the domino effect documented in all studies on teams under high pressure and with reduced staff. The degradation of the collective dynamic (loss of a pillar of the team, concern about the future, questioning of working conditions) reduces overall engagement and can trigger a wave of departures. In very close-knit teams, the burn-out of a colleague generates a feeling of guilt among others (\u201cI should have seen it,\u201d \u201cI could have helped\u201d) that contributes to their own exhaustion. The INRS documents this contagion effect in several sectors: in health and education in particular, teams that have experienced collective burn-out without managerial support show a severe exhaustion rate 2 to 3 times higher than the sector average in the following 12 months.<\/pee>\n<h3>5.1 bis. The degradation of collective cohesion<\/h3>\n<pee>An often-overlooked aspect of the indirect cost is the impact on team cohesion and culture. When an employee experiences burn-out, the entire team goes through a crisis \u2014 even if it is not always verbalized. Colleagues wonder if it could happen to them, question the working conditions, and sometimes develop a sense of distrust towards management or the organization. If the burn-out was caused or amplified by managerial behavior (imposed overload, excessive pressure, lack of support), the teams that witnessed it retain a lasting trace that affects their engagement and trust. Rebuilding this cohesion is long, costly, and does not appear in any financial dashboard \u2014 but it is very real.<\/pee>\n<h3>5.2 The managerial cost<\/h3>\n<pee>Managing a burn-out in a team represents a significant managerial and HR burden: follow-up interviews, coordination with occupational health, managing tensions related to task redistribution, preparing for gradual return, job adjustments. An internal study conducted in several large French companies (aggregated, unpublished data) estimates this managerial cost at <strong>30 to 60 hours of management\/HR time per case<\/strong> \u2014 resulting in an economic cost of an additional 3,000 to 8,000 euros per burn-out-related absence.<\/pee>\n<h3>5.3 The impact on employer branding<\/h3>\n<pee>The burn-out of an employee \u2014 especially if poorly managed \u2014 impacts the employer&#8217;s reputation, measurable in the short term (Glassdoor reviews, professional social networks) and in the long term (attractiveness to candidates who check working conditions). Employer review platforms show a consistent pattern: negative reviews related to burn-out and well-being at work have a multiplier effect of 3 on candidates&#8217; intention not to apply. Conversely, companies recognized for their burn-out prevention policy benefit from a documented attractiveness advantage, particularly among profiles under 40 years old.<\/pee>\n<h2>6. The ROI of prevention: what the numbers say<\/h2>\n<h3>6.1 The return on investment of a prevention policy<\/h3>\n<pee>The question is not \u201ccan we afford to invest in burn-out prevention?\u201d \u2014 it is \u201ccan we afford not to do it?\u201d Studies conducted in companies that have implemented structured prevention programs (manager training, early detection, support mechanisms) show consistent results:<\/pee>\n<div class=\"roi-box\">\n<h4>\ud83d\udcb0 Documented return on investment of a burn-out prevention policy<\/h4>\n<pee>Data from pioneering companies on burn-out prevention allow for precise quantification of the return on investment of their programs.<\/pee><pee><strong>Reduction of long-term absenteeism:<\/strong> \u201325 to 40% on absences of more than 30 days related to mental disorders in the 2 years following the deployment of a manager training program (aggregated data INRS \/ ANACT, 2023).<\/pee>\n  <pee style=\"margin-top:10px\"><strong>Improvement of engagement:<\/strong> +12 to 18 points on engagement scores (eNPS) in teams whose managers have been trained in the detection and prevention of burn-out.<\/pee>\n  <pee style=\"margin-top:10px\"><strong>Estimated overall ROI:<\/strong> according to the OECD and the European Foundation for the Improvement of Living and Working Conditions (Eurofound), every euro invested in the prevention of psychosocial risks \u2014 including burn-out \u2014 generates on average <strong>2.2 to 5.9 euros<\/strong> in savings on direct and indirect costs. This range is consistent with studies from companies that publish their data: Renault, L&#8217;Or\u00e9al, MAIF have all documented ROIs greater than 3:1 on their psychosocial prevention programs. For a manager training at \u20ac500 per person, with 30 trained managers (\u20ac15,000), the annual savings on avoided absences alone can reach \u20ac30,000 to \u20ac90,000.<\/pee>\n<\/div>\n<h3>6.2 Most exposed sectors in France (severe burn-out rate)<\/h3>\n<pee>Sectoral data reveal significant disparities. Knowing one&#8217;s level of sectoral exposure is a starting point for calibrating the intensity of prevention efforts.<\/pee>\n<div class=\"secteur-grid\">\n<div class=\"secteur-card\">\n<h5>\ud83c\udfe5 Health and social action<\/h5>\n<pee>Severe burn-out rate of 15% \u2014 the highest across all sectors. Emotional burden, staff shortages, irregular hours.<\/pee>\n  <\/div>\n<div class=\"secteur-card\">\n<h5>\ud83d\udcda Education and training<\/h5>\n<pee>12% severe burn-out. Pressure from reforms, increasing administrative burden, lack of institutional recognition.<\/pee>\n  <\/div>\n<div class=\"secteur-card\">\n<h5>\ud83d\udcbc Business services<\/h5>\n<pee>11% \u2014 consulting, auditing, legal. Billing pressure, constant availability, performance culture.<\/pee>\n  <\/div>\n<div class=\"secteur-card\">\n<h5>\ud83c\udfd7\ufe0f Construction and industry<\/h5>\n<pee>9% \u2014 site management, safety pressure, tight deadlines. Middle managers are particularly exposed.<\/pee>\n  <\/div>\n<div class=\"secteur-card\">\n<h5>\ud83d\udce6 Commerce and distribution<\/h5>\n<pee>8% \u2014 pressure from targets, high turnover, long hours. The precariousness of status amplifies the effects of chronic stress.<\/pee>\n  <\/div>\n<\/div>\n<div class=\"secteur-card\">\n<h5>\ud83d\udcbb Tech and digital<\/h5>\n<pee>8 % \u2014 strong growth since 2022. Culture of &#8220;move fast,&#8221; unregulated hybrid work, managers poorly trained in prevention.<\/pee>\n  <\/div>\n<\/div>\n<h2>5 bis. Gender dimension: women more exposed and less recognized<\/h2>\n<pee>Data on burnout reveal a concerning gender inequality. According to the Human Footprint survey 2024, women represent <strong>60 % of severe burnout cases<\/strong> \u2014 an overrepresentation that researchers attribute to the combination of professional and domestic\/family burdens not equitably distributed, a lower propensity for women to seek help (socialization to &#8220;endure&#8221;), and a poorer recognition of their distress signals by managers (women expressing fatigue or emotionality are sometimes perceived differently than men presenting the same symptoms). This overrepresentation has direct consequences on professional equality indicators and the professional equality index (M\/F) \u2014 an indicator increasingly monitored by management and ESG investors. A burnout prevention policy that ignores the gender dimension is therefore an incomplete policy that misses its main target.<\/pee>\n<h2>6 bis. Burnout and employer brand: the cost of reputation<\/h2>\n<h3>6.1 The impact on attractiveness and retention<\/h3>\n<pee>Beyond the direct economic cost and managerial cost, unmanaged burnout generates a third level of cost often ignored in calculations: the degradation of the employer brand. In a labor market where candidates systematically check employer reviews (Glassdoor, Indeed, LinkedIn) before applying, testimonies from employees who have experienced unaccompanied burnout are particularly damaging. The algorithms of these platforms give particularly high weight to recent reviews related to working conditions, well-being, and workload \u2014 and a negative review about a manager&#8217;s burnout can reduce spontaneous application rates for targeted positions by 25 to 35 %.<\/pee>\n<pee>Conversely, companies that actively display their burnout prevention policy \u2014 manager training, support systems, QVCT commitment \u2014 benefit from a documented attractiveness advantage, particularly strong among profiles aged 25-40 who consistently rank working conditions and work-life balance among their priority employer selection criteria (Deloitte Global Millennial Survey, 2023: 57 % of millennials would cite poor mental health at work as the main reason for declining an otherwise financially attractive offer).<\/pee>\n<pee>The burnout prevention policy is therefore also an attractiveness and retention policy \u2014 a lever for employer branding that is concretely measured in application indicators, eNPS score, and retention rates of new hires in their first 18 months. Companies that actively communicate their prevention actions during recruitment processes observe an average improvement of 15 to 25 % in their candidate conversion rate (proportion of candidates who accept the job offer).<\/pee>\n<h2>7. Legal framework and employer&#8217;s financial responsibility<\/h2>\n<pee>Beyond the direct economic cost, the employer exposes their organization to significant legal and financial risks when burnout is not prevented. Article <strong>L4121-1 of the Labor Code<\/strong> establishes a result security obligation regarding the protection of employees&#8217; mental health. In the event of recognition of burnout as an <strong>occupational accident or disease<\/strong> (increasingly common in case law), the notion of <strong>employer&#8217;s gross fault<\/strong> can be invoked \u2014 leading to increased compensation and direct civil liability.<\/pee>\n<pee>Litigations related to burnout and psychosocial risks have seen a 40 % increase before the Labor Courts between 2019 and 2023, according to data from the Ministry of Labor \u2014 a trend that is accelerating with case law increasingly favorable to recognizing the link between working conditions and exhaustion. Condemnations regularly exceed 50,000 to 100,000 euros for the best-documented cases \u2014 a cost far higher than that of a structured prevention policy. To delve deeper into the employer&#8217;s specific legal obligations, the DYNSEO training <a href=\"https:\/\/www.dynseo.com\/en\/courses\/psychosocial-risks-psr-the-role-of-the-frontline-manager-en\/\">PSR: the role of the proximity manager<\/a> is a complementary structuring resource.<\/pee>\n<div class=\"formation-links\">\n<div class=\"formation-link\">\n    <span>Certified training \u00b7 Proximity managers<\/span><br \/>\n    <a href=\"https:\/\/www.dynseo.com\/en\/courses\/psychosocial-risks-psr-the-role-of-the-frontline-manager-en\/\">RPS: the role of the proximity manager<\/a>\n  <\/div>\n<div class=\"formation-link\">\n    <span>Certified training \u00b7 All employees, managers<\/span><br \/>\n    <a href=\"https:\/\/www.dynseo.com\/en\/courses\/mental-health-at-work-freeing-speech-and-knowing-how-to-guide-en\/\">Mental health at work: freeing speech<\/a>\n  <\/div>\n<div class=\"formation-link\">\n    <span>Certified training \u00b7 Managers, HR<\/span><br \/>\n    <a href=\"https:\/\/www.dynseo.com\/en\/courses\/psychological-issues-at-work-bipolar-disorder-depression-anxiety-disorders-en\/\">Psychological disorders at work<\/a>\n  <\/div>\n<div class=\"formation-link\">\n    <span>Certified training \u00b7 Managers, HR<\/span><br \/>\n    <a href=\"https:\/\/www.dynseo.com\/en\/courses\/hpi-at-work-understanding-and-supporting-high-potential-en\/\">HPI at work: understanding and supporting<\/a>\n  <\/div>\n<div class=\"formation-link\">\n    <span>Certified training \u00b7 HR, managers<\/span><br \/>\n    <a href=\"https:\/\/www.dynseo.com\/en\/courses\/employee-caregivers-supporting-without-losing-talent-en\/\">Supporting employees who are caregivers: helping without losing talent<\/a>\n  <\/div>\n<div class=\"formation-link\">\n    <span>Certified training \u00b7 Disability Mission, HR<\/span><br \/>\n    <a href=\"https:\/\/www.dynseo.com\/en\/courses\/invisible-disability-what-the-manager-needs-to-know-en\/\">Invisible disability: what the manager needs to know<\/a>\n  <\/div>\n<\/div>\n<pee>\u2192 <a href=\"https:\/\/www.dynseo.com\/en\/our-training-courses\/\">See the complete B2B DYNSEO training catalog<\/a><\/pee>\n<div class=\"cta-banner\">\n<h3>\ud83d\udcca These figures concern your company \u2014 prevention is now<\/h3>\n<pee>The DYNSEO certified training &#8220;Detecting and preventing burnout in your team&#8221; is the investment that produces a documented ROI from the first year. 100% online, fundable by OPCO, deployable in multiple licenses in your skills development plan.<\/pee>\n<div class=\"btns\">\n    <a href=\"https:\/\/www.dynseo.com\/en\/courses\/detecting-and-preventing-burnout-in-your-team-en\/\" class=\"btn-white\" target=\"_blank\">Access the training \u2192<\/a><br \/>\n    <a href=\"https:\/\/www.dynseo.com\/en\/our-training-courses\/\" class=\"btn-outline\">Complete B2B catalog<\/a>\n  <\/div>\n<\/div>\n<p><\/main><\/p>\n<section class=\"faq-section\">\n<div class=\"container\">\n<h2>\u2753 FAQ \u2014 Cost of burnout in the workplace<\/h2>\n<div class=\"faq-item\">\n<h4>1. How to calculate the cost of burnout in my own company?<\/h4>\n<pee>A four-step method. Step 1: estimate the number of employees in severe exhaustion (9% of the workforce on average nationally) and moderate (34%). Step 2: calculate the cost of proven absenteeism (identified sick leave \u00d7 duration \u00d7 daily cost + replacement cost). Step 3: estimate presenteeism (34% of the workforce \u00d7 average salary \u00d7 15% productivity loss). Step 4: estimate burnout turnover (% of departures post-leave \u00d7 replacement cost by job level). The sum of these four components provides an estimate of the annual cost of inaction, to be compared to the cost of a prevention policy.<\/pee>\n    <\/div>\n<div class=\"faq-item\">\n<h4>2. Can burnout be recognized as an occupational disease and what are the consequences for the company?<\/h4>\n<pee>In France, burnout is not yet listed in the tables of occupational diseases \u2014 but it can be recognized as such by the regional committees for the recognition of occupational diseases (CRRMP) when professional exposure is established. In case of recognition, the employee receives enhanced compensation, and the employer sees their AT\/MP contributions increase. Moreover, if the employer&#8217;s gross negligence is established (they had or should have been aware of the risk and did not act), the employee may obtain an increase in their compensation \u2014 with possible recourse against the employer. The judicial trend is towards an expansion of this recognition, particularly since 2020.<\/pee>\n    <\/div>\n<div class=\"faq-item\">\n<h4>3. What is the average cost of a severe burnout case for an SME with 50 employees?<\/h4>\n<pee>For an SME with 50 employees with one collaborator in severe burnout (4-month leave) at a mid-level position (45,000 \u20ac gross annual), the total cost can be estimated between 25,000 and 45,000 euros including: salary maintenance during the leave (according to insurance), temporary replacement cost, productivity loss of the team, HR and management time, and the risk of departure post-leave. For an SME, this cost often represents 0.5 to 1% of the payroll \u2014 an investment in prevention of 2,000 to 5,000 euros (training a few managers) is therefore economically rational.<\/pee>\n    <\/div>\n<div class=\"faq-item\">\n<h4>4. Are there financial aids to implement a burnout prevention policy?<\/h4>\n<pee>Yes \u2014 several schemes exist. Training managers in the prevention of psychosocial risks (RPS) is a professional training action eligible for OPCO funding and can be integrated into the skills development plan (PDC). Companies with fewer than 50 employees can benefit from full funding through the pooled funds of their OPCO. Furthermore, the INRS and ANACT offer free tools for evaluating RPS. Finally, within the framework of a QVCT agreement, certain prevention investments can be valued in the CSR and CSRD reporting, which improves visibility to investors.<\/pee>\n    <\/div>\n<div class=\"faq-item\">\n<h4>5. Are managers themselves at greater risk of burnout than other employees?<\/h4>\n<pee>Yes \u2014 frontline managers are statistically among the profiles most exposed to burnout in France. They combine top-down pressure (performance objectives from management) and bottom-up pressure (difficulties and needs of their teams), without always having the resources or training to respond. The Malakoff Humanis 2023 survey shows that 48% of managers report having given up vacations to manage professional emergencies in the last 12 months, and 61% respond to work emails during their holidays \u2014 two clear indicators of chronic overload and difficulty disconnecting. Training managers in burnout prevention is therefore not only useful for their team \u2014 it is also a protection for themselves.<\/pee>\n    <\/div>\n<div class=\"faq-item\">\n<h4>6. How to integrate the cost of burnout into the company&#8217;s CSR or CSRD report?<\/h4>\n<pee>The CSRD directive requires reporting on social indicators in pillar S1 (own workforce), including health and safety at work and working conditions. Relevant burnout-related indicators for this reporting are: long-term absenteeism rate for mental disorders, turnover rate, employee engagement score (eNPS), and measures for RPS prevention implemented (manager training, updated DUERP, listening devices). Companies that have structured this data before the CSRD obligation have a significant advantage in their reporting and attractiveness to ESG investors.<\/pee>\n    <\/div>\n<div class=\"faq-item\">\n<h4>7. Is the cost of burnout different depending on the size of the company?<\/h4>\n<pee>The ratios (% of affected workforce, duration of leaves, cost per case) are comparable regardless of the size of the company \u2014 but the relative impact is stronger in smaller structures. In an SME of 30 people, the departure or leave of 2 or 3 collaborators can jeopardize the continuity of activity in a way that does not exist in a large group. On the other hand, large companies often have more resources to absorb direct costs \u2014 but they also have more visible employer branding and CSR reporting issues that justify a structured policy even more.<\/pee>\n    <\/div>\n<div class=\"faq-item\">\n<h4>8. What is the cost difference between early detected burnout and burnout that has reached decompensation?<\/h4>\n<pee>The difference is considerable. Burnout detected at an early stage (first signals, before severe exhaustion) can often be resolved through organizational adjustments and appropriate managerial support \u2014 without sick leave, or with a short leave (2 to 3 weeks). Burnout detected at decompensation (sudden leave after months of silent suffering) generates a leave of at least 3 to 6 months, with a high risk of relapse and departure. The cost difference between these two trajectories is estimated to be a factor of 5 to 10 \u2014 which explains why training managers in early detection is the prevention investment with the best ROI.<\/pee>\n    <\/div>\n<\/p><\/div>\n<\/section>\n<div class=\"container\">\n<div class=\"cta-banner\">\n<h3>\ud83d\udcca From cost to solution \u2014 in one training<\/h3>\n<pee>The figures speak for themselves. The DYNSEO certified training transforms your managers into key players in prevention \u2014 at a cost infinitely lower than that of a single burnout leave. Qualiopi, 100% online, fundable by OPCO.<\/pee>\n<div class=\"btns\">\n    <a href=\"https:\/\/www.dynseo.com\/en\/courses\/detecting-and-preventing-burnout-in-your-team-en\/\" class=\"btn-white\" target=\"_blank\">Discover the training \u2192<\/a><br \/>\n    <a href=\"https:\/\/www.dynseo.com\/en\/our-training-courses\/\" class=\"btn-outline\">DYNSEO B2B Catalog<\/a>\n  <\/div>\n<\/div>\n<\/div>\n<footer>\n  <pee>DYNSEO \u2014 Certified professional training in mental health, neurodiversity, and inclusion \u00b7 Paris 75015 \u00b7 Qualiopi No. 11757351875 \u00b7 <a href=\"https:\/\/www.dynseo.com\/en\/our-training-courses\/\" style=\"color:rgba(255,255,255,.8)\">dynseo.com\/nos-formations<\/a><\/pee>\n<div class=\"footer-links\">\n    <a href=\"https:\/\/www.dynseo.com\/en\/courses\/detecting-and-preventing-burnout-in-your-team-en\/\">Burnout training<\/a><br \/>\n    <a href=\"https:\/\/www.dynseo.com\/en\/courses\/psychosocial-risks-psr-the-role-of-the-frontline-manager-en\/\">RPS 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class=\"hero\">\n  <div class=\"hero-tag\">\ud83d\udcca Figures &amp; stakes \u00b7 Cost of burnout \u00b7 Absenteeism \u00b7 Turnover \u00b7 ROI prevention<\/div>\n  <h1>The cost of burnout for the company: absenteeism, turnover, and key figures<\/h1>\n  <p class=\"hero-sub\">3.7% of the French GDP, 2 to 3 months of salary per sick leave on average, one active employee out of ten directly affected \u2014 the cost of burnout for companies is massive, underestimated, and largely avoidable. This data-driven dossier provides you with the arguments to convince your management team to invest in prevention.<\/p>\n<\/header>\n\n<main class=\"container\">\n\n<div class=\"intro-box\"><p>How to convince a management team to invest in burnout prevention? Rarely with arguments of goodwill alone \u2014 but always with precise figures and estimates specific to your organization. Burnout has a direct cost, an indirect cost, and an opportunity cost that the vast majority of companies have never calculated precisely, due to a lack of method and aggregated data. This dossier compiles the most recent, reliable, and well-sourced data on the real economic impact of professional burnout in France \u2014 absenteeism, presenteeism, turnover, indirect costs, legal risks, and employer brand impact \u2014 and provides you with the necessary estimates to build a solid and convincing business case to your decision-makers, from the management team to the shareholder.<\/p><\/div>\n\n<h2>1. The scale of the phenomenon in France: what the figures really say<\/h2>\n\n<h3>1.1 A massive and accelerating phenomenon<\/h3>\n<p>Professional burnout is not a marginal or temporary phenomenon. In France, the data converge on a concerning and structural reality. The Empreinte Humaine \/ OpinionWay survey of 2024 \u2014 the most comprehensive on the subject \u2014 estimates that <strong>2.5 million<\/strong> employees are in a state of severe professional burnout, or about <strong>9% of the active population<\/strong>. For moderate burnout states (a precursor to severe burnout if nothing is done), the proportion rises to <strong>34%<\/strong>. These figures reflect a continuous increase since 2020, fueled by the normalization of hybrid work without adaptation of managerial practices, increased performance pressure in a context of economic uncertainty, and the growing permeability between professional and personal life.<\/p>\n<p>Translated into actual numbers, these figures have a concrete and often surprising meaning. In a workforce of 500 employees, <strong>45 people are in severe burnout today<\/strong> \u2014 and nearly 170 are in a state of moderate burnout that foreshadows severe burnout. These are not statistical abstractions: they are real employees, likely identifiable, who are performing less well, absent more often, considering leaving, and at risk of costly decompensation at any moment.<\/p>\n\n<div class=\"stats-grid\">\n  <div class=\"stat-card blue\">\n    <span class=\"stat-num\">2.5 M<\/span>\n    <span class=\"stat-label\">employees in severe professional burnout in France (Empreinte Humaine \/ OpinionWay, 2024)<\/span>\n  <\/div>\n  <div class=\"stat-card pink\">\n    <span class=\"stat-num\">3.7 %<\/span>\n    <span class=\"stat-label\">of the French GDP: total cost of psychosocial risks including burnout (INRS, 2021) \u2014 over 100 billion euros per year<\/span>\n  <\/div>\n  <div class=\"stat-card teal\">\n    <span class=\"stat-num\">34 %<\/span>\n    <span class=\"stat-label\">of employees in moderate burnout \u2014 the reserve of severe burnout in the next 6 to 18 months if nothing is done<\/span>\n  <\/div>\n<div class=\"stat-card yellow\">\n    <span class=\"stat-num\">+29 %<\/span>\n    <span class=\"stat-label\">increase in long-term sick leaves (>30 days) related to mental disorders between 2019 and 2023 (Malakoff Humanis, occupational health report)<\/span>\n  <\/div>\n<\/div>\n\n<h2>2. The cost of absenteeism due to burn-out: the visible component<\/h2>\n\n<h3>2.1 Duration and frequency of sick leaves<\/h3>\n<p>A sick leave for burn-out is significantly longer than a standard sick leave. According to consolidated data from CNAMTS and studies from INRS, the average duration of a leave for professional exhaustion is <strong>3 to 4 months<\/strong> \u2014 with a significant proportion of leaves exceeding 6 months (about 20% of cases) and a recurrence within 2 years in 40% of affected individuals if working conditions have not changed. For executives, the average duration is higher \u2014 5 to 6 months \u2014 and the risk of relapse is greater.<\/p>\n<p>These durations reflect the physiological recovery time of the nervous system after chronic exhaustion. Unlike the flu or a physical injury, burn-out does not resolve with a few days of rest \u2014 it requires a time of neurological and psychological reconstruction that can only be shortened gradually and with appropriate professional support (psychiatric or psychological follow-up, sometimes medication, gradual return). Companies that try to accelerate the return (implicit or explicit pressure) generally achieve the opposite result: a relapse that generates a second leave longer than the first.<\/p>\n\n<div class=\"kpi-bar\">\n  <h4 style=\"color:var(--blue-dark);margin-bottom:16px;font-size:14px;font-family:'Montserrat',sans-serif;\">\ud83d\udcca Average duration of sick leaves according to the type of pathology (days)<\/h4>\n  <div class=\"kpi-item\">\n    <span class=\"kpi-label\">Physical pathologies (average)<\/span>\n    <div class=\"kpi-track\"><div class=\"kpi-fill teal\" style=\"width:18%\"><\/div><\/div>\n    <span class=\"kpi-value\" style=\"color:#1a6e70\">18 d<\/span>\n  <\/div>\n  <div class=\"kpi-item\">\n    <span class=\"kpi-label\">Musculoskeletal disorders<\/span>\n    <div class=\"kpi-track\"><div class=\"kpi-fill\" style=\"width:28%\"><\/div><\/div>\n    <span class=\"kpi-value\">29 d<\/span>\n  <\/div>\n  <div class=\"kpi-item\">\n    <span class=\"kpi-label\">Moderate exhaustion<\/span>\n    <div class=\"kpi-track\"><div class=\"kpi-fill yellow\" style=\"width:55%\"><\/div><\/div>\n    <span class=\"kpi-value\" style=\"color:#7a5800\">58 d<\/span>\n  <\/div>\n  <div class=\"kpi-item\">\n    <span class=\"kpi-label\">Severe burn-out \/ Depression<\/span>\n    <div class=\"kpi-track\">\n<div class=\"kpi-fill pink\" style=\"width:95%\"><\/div><\/div>\n    <span class=\"kpi-value\" style=\"color:var(--pink)\">100+ d<\/span>\n  <\/div>\n  <p class=\"source-note\">Source: CNAMTS \/ INRS, average data on employee sick leave in the private sector 2023<\/p>\n<\/div>\n\n<h3>2.2 The direct cost of a burnout leave<\/h3>\n<p>The cost of sick leave for the company goes far beyond just compensation. In France, the first three days of waiting are not covered (unless there is a collective agreement), but the main cost is indirect: team disorganization, loss of productivity on ongoing tasks, cost of temporary or permanent replacement. The INRS valuation method identifies six cost components.<\/p>\n\n<table class=\"dynseo-table\">\n  <thead>\n    <tr>\n      <th>Cost component<\/th>\n      <th>Nature<\/th>\n      <th>Estimation for a manager 55 K\u20ac\/year gross<\/th>\n    <\/tr>\n  <\/thead>\n  <tbody>\n    <tr>\n      <td><strong>Salary maintenance (during the leave)<\/strong><\/td>\n      <td>Direct<\/td>\n      <td>Employer's charge on salary maintained by insurance: ~2,500 to 5,000 \u20ac\/month<\/td>\n    <\/tr>\n    <tr>\n      <td><strong>Cost of temporary replacement<\/strong><\/td>\n      <td>Direct<\/td>\n      <td>Temporary worker or contractor: 300 to 600 \u20ac\/day depending on the profile<\/td>\n    <\/tr>\n    <tr>\n      <td><strong>Loss of team productivity<\/strong><\/td>\n      <td>Indirect<\/td>\n      <td>Redistribution of tasks = \u201310 to 20% efficiency on the rest of the team for 1 to 3 months<\/td>\n    <\/tr>\n    <tr>\n      <td><strong>HR management cost<\/strong><\/td>\n      <td>Indirect<\/td>\n      <td>Interviews, procedures, job adjustments, relations with occupational health: 15 to 30 hours HR<\/td>\n    <\/tr>\n    <tr>\n      <td><strong>Impact on ongoing projects<\/strong><\/td>\n      <td>Indirect<\/td>\n      <td>Delays, loss of know-how, degraded client relations \u2014 not directly quantifiable<\/td>\n    <\/tr>\n    <tr>\n      <td><strong>Total estimated cost for a 3-month leave<\/strong><\/td>\n      <td><strong>Total<\/strong><\/td>\n      <td><strong>30,000 to 60,000 \u20ac for an average manager (excluding the cost of permanent replacement)<\/strong><\/td>\n    <\/tr>\n  <\/tbody>\n<\/table>\n\n<h2>3. Presenteeism: the invisible cost that escapes dashboards<\/h2>\n\n<h3>3.1 Burnout presenteeism: an underestimated reality<\/h3>\n<p>Presenteeism \u2014 being physically present at work but cognitively and emotionally unavailable \u2014 is the most costly component of burnout for companies, and the least visible in classic HR indicators. An employee in advanced burnout but not yet on leave is counted as present in absenteeism statistics \u2014 but their actual contribution is reduced by 20 to 40% according to studies.<\/p>\n<p>Research on presenteeism \u2014 a well-documented field since the work of Hemp (Harvard Business Review, 2004) and Letvak (Duke University) consistently shows that the costs associated with presenteeism exceed the costs of absenteeism in a ratio of 2 to 3 to 1 \u2014 because people present but exhausted make costly mistakes, slow down processes, degrade client and internal client relations, and are not visible in the statistics that alert management.<\/p>\n\n<div class=\"cost-grid\">\n  <div class=\"cost-card pink-l\">\n    <span class=\"c-num\">\u201325 %<\/span>\n    <h5>Effective productivity<\/h5>\n    <p>Estimated loss of productivity for an employee in pre-burnout without support (IFOP \/ Human Footprint, 2023)<\/p>\n  <\/div>\n  <div class=\"cost-card teal-l\">\n    <span class=\"c-num\">2 to 3\u00d7<\/span>\n    <h5>Presenteeism \/ absenteeism ratio<\/h5>\n    <p>The costs of presenteeism exceed those of absenteeism in a ratio of 2 to 3 to 1 in favor of presenteeism (Harvard Business Review, summary of studies 2022)<\/p>\n  <\/div>\n  <div class=\"cost-card blue-l\">\n    <span class=\"c-num\">47 %<\/span>\n    <h5>Time in wandering mind<\/h5>\n    <p>Proportion of work time spent on thoughts unrelated to the current task among exhausted employees (Gallup, State of the Workplace 2024)<\/p>\n  <\/div>\n<div class=\"cost-card yellow-l\">\n    <span class=\"c-num\">+68 %<\/span>\n    <h5>Errors and incidents<\/h5>\n    <p>Increase in the rate of errors and quality incidents in teams with a high rate of presenteeism related to psychosocial risks (INRS)<\/p>\n  <\/div>\n<\/div>\n\n<h3>3.2 Calculation of the annual cost of presenteeism in your organization<\/h3>\n<p>For a company of 1,000 employees with an average payroll of \u20ac50,000 gross per employee and 34% of employees in moderate burnout (proven presenteeism) with an average productivity loss of 15%:<\/p>\n<p><strong>340 employees \u00d7 \u20ac50,000 \u00d7 15% = \u20ac2,550,000 annual loss of productive value<\/strong> \u2014 solely on presenteeism, before any declared sick leave. This figure, presented with its transparent assumptions to the management team, constitutes a compelling argument that is hard to ignore for investing in prevention.<\/p>\n\n<!-- MID-ARTICLE CTA -->\n<div class=\"formation-block\">\n  <div class=\"fb-inner\">\n    <div class=\"fb-img\">\n      <a href=\"https:\/\/www.dynseo.com\/courses\/detecter-prevenir-burnout\/\" target=\"_blank\">\n        <img src=\"https:\/\/www.dynseo.com\/wp-content\/uploads\/dynseo-images\/output\/course-729034-fr-1782764675.jpg\" alt=\"Training Detect and prevent burnout - DYNSEO\" loading=\"lazy\">\n      <\/a>\n    <\/div>\n    <div class=\"fb-body\">\n      <div class=\"fb-tag\">\ud83c\udf93 Certified training \u00b7 Qualiopi No. 11757351875<\/div>\n      <h3>Detect and prevent burnout in your team<\/h3>\n      <p>The DYNSEO certified training to turn these figures into concrete action: train your managers to detect early signals and prevent the slide from burnout to severe burnout. Documented ROI from the first year. 100% online, multi-licenses, fundable by OPCO.<\/p>\n<div class=\"fb-meta\">\n        <span>\ud83c\udfaf Managers \u00b7 HR \u00b7 Leaders<\/span>\n        <span>\ud83d\udcbb 100 % online<\/span>\n        <span>\ud83c\udfc6 Qualiopi Certified<\/span>\n        <span>\ud83d\udd01 Multi-collaborators<\/span>\n        <span>\ud83d\udcb3 Fundable by OPCO<\/span>\n      <\/div>\n      <a href=\"https:\/\/www.dynseo.com\/courses\/detecter-prevenir-burnout\/\" class=\"btn-primary\" target=\"_blank\">Access the training \u2192<\/a>\n    <\/div>\n  <\/div>\n<\/div>\n\n<h2>4. The cost of turnover due to burn-out<\/h2>\n\n<h3>4.1 Burn-out and departure: a strong correlation<\/h3>\n<p>Burn-out is one of the main causes of unplanned turnover in French companies. According to the Malakoff Humanis 2023 survey, <strong>38% of employees who experienced a burn-out episode left their company within 12 months of their return<\/strong> \u2014 often because the conditions that caused the exhaustion had not changed during their absence. For companies that have not implemented a prevention or structured support policy upon return, this rate can reach 55 to 60% \u2014 and rises even more among employees who felt that their burn-out was the result of untreated toxic managerial behavior.<\/p>\n<p>This post-burn-out turnover is particularly costly for several reasons. First, because it statistically involves experienced and engaged profiles (burn-outs more often affect invested employees who have long held on), it occurs at a time when the organization has already borne the cost of the absence, and generates a second cycle of cost (recruitment + training of the replacement) immediately after the first.<\/p>\n\n<table class=\"dynseo-table\">\n  <thead>\n    <tr>\n      <th>Job Level<\/th>\n      <th>Average Replacement Cost<\/th>\n      <th>Of which direct cost (recruitment + training)<\/th>\n      <th>Delay before full effectiveness<\/th>\n    <\/tr>\n  <\/thead>\n  <tbody>\n    <tr>\n      <td><strong>Employee \/ Technician<\/strong><\/td>\n      <td>3 to 6 months of loaded salary<\/td>\n      <td>8,000 to 15,000 \u20ac<\/td>\n      <td>2 to 4 months<\/td>\n    <\/tr>\n    <tr>\n      <td><strong>Middle Manager<\/strong><\/td>\n      <td>6 to 9 months of loaded salary<\/td>\n      <td>15,000 to 30,000 \u20ac<\/td>\n      <td>4 to 8 months<\/td>\n    <\/tr>\n    <tr>\n      <td><strong>Senior Manager \/ Expert<\/strong><\/td>\n      <td>9 to 18 months of loaded salary<\/td>\n      <td>30,000 to 80,000 \u20ac<\/td>\n      <td>6 to 18 months<\/td>\n    <\/tr>\n    <tr>\n      <td><strong>Executive \/ Top Management<\/strong><\/td>\n      <td>18 to 36 months of loaded salary<\/td>\n      <td>80,000 to 250,000 \u20ac<\/td>\n      <td>12 to 24 months<\/td>\n    <\/tr>\n  <\/tbody>\n<\/table>\n<p class=\"source-note\">Source: France Strat\u00e9gie \/ ANDRH \/ McKinsey \u2014 average data for French companies with \u2265 50 employees<\/p>\n\n<h2>5. Indirect costs: what dashboards do not capture<\/h2>\n\n<h3>5.1 The contagion effect on the team<\/h3>\n<p>The burn-out of one employee never remains confined to the individual concerned \u2014 it spreads through the team by several mechanisms. The redistribution of the workload (the tasks of the absent employee are partially \u2014 sometimes totally \u2014 absorbed by others) generates a mechanical overload that increases the risk of burn-out among colleagues \u2014 this is the domino effect documented in all studies on teams under high pressure and with reduced staff. The degradation of the collective dynamic (loss of a pillar of the team, concern about the future, questioning of working conditions) reduces overall engagement and can trigger a wave of departures. In very close-knit teams, the burn-out of a colleague generates a feeling of guilt among others (\u201cI should have seen it,\u201d \u201cI could have helped\u201d) that contributes to their own exhaustion. The INRS documents this contagion effect in several sectors: in health and education in particular, teams that have experienced collective burn-out without managerial support show a severe exhaustion rate 2 to 3 times higher than the sector average in the following 12 months.<\/p>\n\n<h3>5.1 bis. The degradation of collective cohesion<\/h3>\n<p>An often-overlooked aspect of the indirect cost is the impact on team cohesion and culture. When an employee experiences burn-out, the entire team goes through a crisis \u2014 even if it is not always verbalized. Colleagues wonder if it could happen to them, question the working conditions, and sometimes develop a sense of distrust towards management or the organization. If the burn-out was caused or amplified by managerial behavior (imposed overload, excessive pressure, lack of support), the teams that witnessed it retain a lasting trace that affects their engagement and trust. Rebuilding this cohesion is long, costly, and does not appear in any financial dashboard \u2014 but it is very real.<\/p>\n\n<h3>5.2 The managerial cost<\/h3>\n<p>Managing a burn-out in a team represents a significant managerial and HR burden: follow-up interviews, coordination with occupational health, managing tensions related to task redistribution, preparing for gradual return, job adjustments. An internal study conducted in several large French companies (aggregated, unpublished data) estimates this managerial cost at <strong>30 to 60 hours of management\/HR time per case<\/strong> \u2014 resulting in an economic cost of an additional 3,000 to 8,000 euros per burn-out-related absence.<\/p>\n\n<h3>5.3 The impact on employer branding<\/h3>\n<p>The burn-out of an employee \u2014 especially if poorly managed \u2014 impacts the employer's reputation, measurable in the short term (Glassdoor reviews, professional social networks) and in the long term (attractiveness to candidates who check working conditions). Employer review platforms show a consistent pattern: negative reviews related to burn-out and well-being at work have a multiplier effect of 3 on candidates' intention not to apply. Conversely, companies recognized for their burn-out prevention policy benefit from a documented attractiveness advantage, particularly among profiles under 40 years old.<\/p>\n\n<h2>6. The ROI of prevention: what the numbers say<\/h2>\n\n<h3>6.1 The return on investment of a prevention policy<\/h3>\n<p>The question is not \u201ccan we afford to invest in burn-out prevention?\u201d \u2014 it is \u201ccan we afford not to do it?\u201d Studies conducted in companies that have implemented structured prevention programs (manager training, early detection, support mechanisms) show consistent results:<\/p>\n<div class=\"roi-box\">\n  <h4>\ud83d\udcb0 Documented return on investment of a burn-out prevention policy<\/h4>\n  <p>Data from pioneering companies on burn-out prevention allow for precise quantification of the return on investment of their programs.<\/p><p><strong>Reduction of long-term absenteeism:<\/strong> \u201325 to 40% on absences of more than 30 days related to mental disorders in the 2 years following the deployment of a manager training program (aggregated data INRS \/ ANACT, 2023).<\/p>\n  <p style=\"margin-top:10px\"><strong>Improvement of engagement:<\/strong> +12 to 18 points on engagement scores (eNPS) in teams whose managers have been trained in the detection and prevention of burn-out.<\/p>\n  <p style=\"margin-top:10px\"><strong>Estimated overall ROI:<\/strong> according to the OECD and the European Foundation for the Improvement of Living and Working Conditions (Eurofound), every euro invested in the prevention of psychosocial risks \u2014 including burn-out \u2014 generates on average <strong>2.2 to 5.9 euros<\/strong> in savings on direct and indirect costs. This range is consistent with studies from companies that publish their data: Renault, L'Or\u00e9al, MAIF have all documented ROIs greater than 3:1 on their psychosocial prevention programs. For a manager training at \u20ac500 per person, with 30 trained managers (\u20ac15,000), the annual savings on avoided absences alone can reach \u20ac30,000 to \u20ac90,000.<\/p>\n<\/div>\n\n<h3>6.2 Most exposed sectors in France (severe burn-out rate)<\/h3><p>Sectoral data reveal significant disparities. Knowing one's level of sectoral exposure is a starting point for calibrating the intensity of prevention efforts.<\/p>\n\n<div class=\"secteur-grid\">\n  <div class=\"secteur-card\">\n    <h5>\ud83c\udfe5 Health and social action<\/h5>\n    <p>Severe burn-out rate of 15% \u2014 the highest across all sectors. Emotional burden, staff shortages, irregular hours.<\/p>\n  <\/div>\n  <div class=\"secteur-card\">\n    <h5>\ud83d\udcda Education and training<\/h5>\n    <p>12% severe burn-out. Pressure from reforms, increasing administrative burden, lack of institutional recognition.<\/p>\n  <\/div>\n  <div class=\"secteur-card\">\n    <h5>\ud83d\udcbc Business services<\/h5>\n    <p>11% \u2014 consulting, auditing, legal. Billing pressure, constant availability, performance culture.<\/p>\n  <\/div>\n  <div class=\"secteur-card\">\n    <h5>\ud83c\udfd7\ufe0f Construction and industry<\/h5>\n    <p>9% \u2014 site management, safety pressure, tight deadlines. Middle managers are particularly exposed.<\/p>\n  <\/div>\n  <div class=\"secteur-card\">\n    <h5>\ud83d\udce6 Commerce and distribution<\/h5>\n    <p>8% \u2014 pressure from targets, high turnover, long hours. The precariousness of status amplifies the effects of chronic stress.<\/p>\n  <\/div>\n<\/div>\n<div class=\"secteur-card\">\n    <h5>\ud83d\udcbb Tech and digital<\/h5>\n    <p>8 % \u2014 strong growth since 2022. Culture of \"move fast,\" unregulated hybrid work, managers poorly trained in prevention.<\/p>\n  <\/div>\n<\/div>\n\n<h2>5 bis. Gender dimension: women more exposed and less recognized<\/h2>\n\n<p>Data on burnout reveal a concerning gender inequality. According to the Human Footprint survey 2024, women represent <strong>60 % of severe burnout cases<\/strong> \u2014 an overrepresentation that researchers attribute to the combination of professional and domestic\/family burdens not equitably distributed, a lower propensity for women to seek help (socialization to \"endure\"), and a poorer recognition of their distress signals by managers (women expressing fatigue or emotionality are sometimes perceived differently than men presenting the same symptoms). This overrepresentation has direct consequences on professional equality indicators and the professional equality index (M\/F) \u2014 an indicator increasingly monitored by management and ESG investors. A burnout prevention policy that ignores the gender dimension is therefore an incomplete policy that misses its main target.<\/p>\n\n<h2>6 bis. Burnout and employer brand: the cost of reputation<\/h2>\n\n<h3>6.1 The impact on attractiveness and retention<\/h3>\n<p>Beyond the direct economic cost and managerial cost, unmanaged burnout generates a third level of cost often ignored in calculations: the degradation of the employer brand. In a labor market where candidates systematically check employer reviews (Glassdoor, Indeed, LinkedIn) before applying, testimonies from employees who have experienced unaccompanied burnout are particularly damaging. The algorithms of these platforms give particularly high weight to recent reviews related to working conditions, well-being, and workload \u2014 and a negative review about a manager's burnout can reduce spontaneous application rates for targeted positions by 25 to 35 %.<\/p>\n<p>Conversely, companies that actively display their burnout prevention policy \u2014 manager training, support systems, QVCT commitment \u2014 benefit from a documented attractiveness advantage, particularly strong among profiles aged 25-40 who consistently rank working conditions and work-life balance among their priority employer selection criteria (Deloitte Global Millennial Survey, 2023: 57 % of millennials would cite poor mental health at work as the main reason for declining an otherwise financially attractive offer).<\/p>\n<p>The burnout prevention policy is therefore also an attractiveness and retention policy \u2014 a lever for employer branding that is concretely measured in application indicators, eNPS score, and retention rates of new hires in their first 18 months. Companies that actively communicate their prevention actions during recruitment processes observe an average improvement of 15 to 25 % in their candidate conversion rate (proportion of candidates who accept the job offer).<\/p>\n\n<h2>7. Legal framework and employer's financial responsibility<\/h2>\n<p>Beyond the direct economic cost, the employer exposes their organization to significant legal and financial risks when burnout is not prevented. Article <strong>L4121-1 of the Labor Code<\/strong> establishes a result security obligation regarding the protection of employees' mental health. In the event of recognition of burnout as an <strong>occupational accident or disease<\/strong> (increasingly common in case law), the notion of <strong>employer's gross fault<\/strong> can be invoked \u2014 leading to increased compensation and direct civil liability.<\/p>\n<p>Litigations related to burnout and psychosocial risks have seen a 40 % increase before the Labor Courts between 2019 and 2023, according to data from the Ministry of Labor \u2014 a trend that is accelerating with case law increasingly favorable to recognizing the link between working conditions and exhaustion. Condemnations regularly exceed 50,000 to 100,000 euros for the best-documented cases \u2014 a cost far higher than that of a structured prevention policy. To delve deeper into the employer's specific legal obligations, the DYNSEO training <a href=\"https:\/\/www.dynseo.com\/courses\/risques-psychosociaux-manager\/\">PSR: the role of the proximity manager<\/a> is a complementary structuring resource.<\/p>\n<div class=\"formation-links\">\n  <div class=\"formation-link\">\n    <span>Certified training \u00b7 Proximity managers<\/span>\n    <a href=\"https:\/\/www.dynseo.com\/courses\/risques-psychosociaux-manager\/\">RPS: the role of the proximity manager<\/a>\n  <\/div>\n  <div class=\"formation-link\">\n    <span>Certified training \u00b7 All employees, managers<\/span>\n    <a href=\"https:\/\/www.dynseo.com\/courses\/sante-mentale-travail\/\">Mental health at work: freeing speech<\/a>\n  <\/div>\n  <div class=\"formation-link\">\n    <span>Certified training \u00b7 Managers, HR<\/span>\n    <a href=\"https:\/\/www.dynseo.com\/courses\/accompagner-troubles-psychiques-travail\/\">Psychological disorders at work<\/a>\n  <\/div>\n  <div class=\"formation-link\">\n    <span>Certified training \u00b7 Managers, HR<\/span>\n    <a href=\"https:\/\/www.dynseo.com\/courses\/accompagner-hpi-travail\/\">HPI at work: understanding and supporting<\/a>\n  <\/div>\n  <div class=\"formation-link\">\n    <span>Certified training \u00b7 HR, managers<\/span>\n    <a href=\"https:\/\/www.dynseo.com\/courses\/accompagner-salaries-aidants\/\">Supporting employees who are caregivers: helping without losing talent<\/a>\n  <\/div>\n  <div class=\"formation-link\">\n    <span>Certified training \u00b7 Disability Mission, HR<\/span>\n    <a href=\"https:\/\/www.dynseo.com\/courses\/handicap-invisible-ce-que-le-manager-doit-savoir\/\">Invisible disability: what the manager needs to know<\/a>\n  <\/div>\n<\/div>\n\n<p>\u2192 <a href=\"https:\/\/www.dynseo.com\/nos-formations\/\">See the complete B2B DYNSEO training catalog<\/a><\/p>\n\n<div class=\"cta-banner\">\n  <h3>\ud83d\udcca These figures concern your company \u2014 prevention is now<\/h3>\n  <p>The DYNSEO certified training \"Detecting and preventing burnout in your team\" is the investment that produces a documented ROI from the first year. 100% online, fundable by OPCO, deployable in multiple licenses in your skills development plan.<\/p>\n  <div class=\"btns\">\n    <a href=\"https:\/\/www.dynseo.com\/courses\/detecter-prevenir-burnout\/\" class=\"btn-white\" target=\"_blank\">Access the training \u2192<\/a>\n    <a href=\"https:\/\/www.dynseo.com\/nos-formations\/\" class=\"btn-outline\">Complete B2B catalog<\/a>\n  <\/div>\n<\/div>\n\n<\/main>\n<section class=\"faq-section\">\n  <div class=\"container\">\n    <h2>\u2753 FAQ \u2014 Cost of burnout in the workplace<\/h2>\n    <div class=\"faq-item\">\n      <h4>1. How to calculate the cost of burnout in my own company?<\/h4>\n      <p>A four-step method. Step 1: estimate the number of employees in severe exhaustion (9% of the workforce on average nationally) and moderate (34%). Step 2: calculate the cost of proven absenteeism (identified sick leave \u00d7 duration \u00d7 daily cost + replacement cost). Step 3: estimate presenteeism (34% of the workforce \u00d7 average salary \u00d7 15% productivity loss). Step 4: estimate burnout turnover (% of departures post-leave \u00d7 replacement cost by job level). The sum of these four components provides an estimate of the annual cost of inaction, to be compared to the cost of a prevention policy.<\/p>\n    <\/div>\n    <div class=\"faq-item\">\n      <h4>2. Can burnout be recognized as an occupational disease and what are the consequences for the company?<\/h4>\n      <p>In France, burnout is not yet listed in the tables of occupational diseases \u2014 but it can be recognized as such by the regional committees for the recognition of occupational diseases (CRRMP) when professional exposure is established. In case of recognition, the employee receives enhanced compensation, and the employer sees their AT\/MP contributions increase. Moreover, if the employer's gross negligence is established (they had or should have been aware of the risk and did not act), the employee may obtain an increase in their compensation \u2014 with possible recourse against the employer. The judicial trend is towards an expansion of this recognition, particularly since 2020.<\/p>\n    <\/div>\n    <div class=\"faq-item\">\n      <h4>3. What is the average cost of a severe burnout case for an SME with 50 employees?<\/h4>\n      <p>For an SME with 50 employees with one collaborator in severe burnout (4-month leave) at a mid-level position (45,000 \u20ac gross annual), the total cost can be estimated between 25,000 and 45,000 euros including: salary maintenance during the leave (according to insurance), temporary replacement cost, productivity loss of the team, HR and management time, and the risk of departure post-leave. For an SME, this cost often represents 0.5 to 1% of the payroll \u2014 an investment in prevention of 2,000 to 5,000 euros (training a few managers) is therefore economically rational.<\/p>\n    <\/div>\n    <div class=\"faq-item\">\n      <h4>4. Are there financial aids to implement a burnout prevention policy?<\/h4>\n      <p>Yes \u2014 several schemes exist. Training managers in the prevention of psychosocial risks (RPS) is a professional training action eligible for OPCO funding and can be integrated into the skills development plan (PDC). Companies with fewer than 50 employees can benefit from full funding through the pooled funds of their OPCO. Furthermore, the INRS and ANACT offer free tools for evaluating RPS. Finally, within the framework of a QVCT agreement, certain prevention investments can be valued in the CSR and CSRD reporting, which improves visibility to investors.<\/p>\n    <\/div>\n    <div class=\"faq-item\">\n      <h4>5. Are managers themselves at greater risk of burnout than other employees?<\/h4>\n      <p>Yes \u2014 frontline managers are statistically among the profiles most exposed to burnout in France. They combine top-down pressure (performance objectives from management) and bottom-up pressure (difficulties and needs of their teams), without always having the resources or training to respond. The Malakoff Humanis 2023 survey shows that 48% of managers report having given up vacations to manage professional emergencies in the last 12 months, and 61% respond to work emails during their holidays \u2014 two clear indicators of chronic overload and difficulty disconnecting. Training managers in burnout prevention is therefore not only useful for their team \u2014 it is also a protection for themselves.<\/p>\n    <\/div>\n    <div class=\"faq-item\">\n      <h4>6. How to integrate the cost of burnout into the company's CSR or CSRD report?<\/h4>\n      <p>The CSRD directive requires reporting on social indicators in pillar S1 (own workforce), including health and safety at work and working conditions. Relevant burnout-related indicators for this reporting are: long-term absenteeism rate for mental disorders, turnover rate, employee engagement score (eNPS), and measures for RPS prevention implemented (manager training, updated DUERP, listening devices). Companies that have structured this data before the CSRD obligation have a significant advantage in their reporting and attractiveness to ESG investors.<\/p>\n    <\/div>\n    <div class=\"faq-item\">\n      <h4>7. Is the cost of burnout different depending on the size of the company?<\/h4>\n      <p>The ratios (% of affected workforce, duration of leaves, cost per case) are comparable regardless of the size of the company \u2014 but the relative impact is stronger in smaller structures. In an SME of 30 people, the departure or leave of 2 or 3 collaborators can jeopardize the continuity of activity in a way that does not exist in a large group. On the other hand, large companies often have more resources to absorb direct costs \u2014 but they also have more visible employer branding and CSR reporting issues that justify a structured policy even more.<\/p>\n    <\/div>\n    <div class=\"faq-item\">\n      <h4>8. What is the cost difference between early detected burnout and burnout that has reached decompensation?<\/h4>\n      <p>The difference is considerable. Burnout detected at an early stage (first signals, before severe exhaustion) can often be resolved through organizational adjustments and appropriate managerial support \u2014 without sick leave, or with a short leave (2 to 3 weeks). Burnout detected at decompensation (sudden leave after months of silent suffering) generates a leave of at least 3 to 6 months, with a high risk of relapse and departure. The cost difference between these two trajectories is estimated to be a factor of 5 to 10 \u2014 which explains why training managers in early detection is the prevention investment with the best ROI.<\/p>\n    <\/div>\n  <\/div>\n<\/section>\n<div class=\"container\">\n<div class=\"cta-banner\">\n  <h3>\ud83d\udcca From cost to solution \u2014 in one training<\/h3>\n  <p>The figures speak for themselves. The DYNSEO certified training transforms your managers into key players in prevention \u2014 at a cost infinitely lower than that of a single burnout leave. Qualiopi, 100% online, fundable by OPCO.<\/p>\n  <div class=\"btns\">\n    <a href=\"https:\/\/www.dynseo.com\/courses\/detecter-prevenir-burnout\/\" class=\"btn-white\" target=\"_blank\">Discover the training \u2192<\/a>\n    <a href=\"https:\/\/www.dynseo.com\/nos-formations\/\" class=\"btn-outline\">DYNSEO B2B Catalog<\/a>\n  <\/div>\n<\/div>\n<\/div>\n\n<footer>\n  <p>DYNSEO \u2014 Certified professional training in mental health, neurodiversity, and inclusion \u00b7 Paris 75015 \u00b7 Qualiopi No. 11757351875 \u00b7 <a href=\"https:\/\/www.dynseo.com\/nos-formations\/\" style=\"color:rgba(255,255,255,.8)\">dynseo.com\/nos-formations<\/a><\/p>\n  <div class=\"footer-links\">\n    <a href=\"https:\/\/www.dynseo.com\/courses\/detecter-prevenir-burnout\/\">Burnout training<\/a>\n    <a href=\"https:\/\/www.dynseo.com\/courses\/risques-psychosociaux-manager\/\">RPS Manager<\/a>\n    <a href=\"https:\/\/www.dynseo.com\/courses\/sante-mentale-travail\/\">Mental health<\/a>\n    <a href=\"https:\/\/www.dynseo.com\/courses\/accompagner-troubles-psychiques-travail\/\">Psychic disorders<\/a>\n    <a href=\"https:\/\/www.dynseo.com\/nos-formations\/\">B2B Catalog<\/a>\n    <a href=\"https:\/\/www.dynseo.com\/\">dynseo.com<\/a>\n  <\/div>\n<\/footer>\n<\/div>[\/et_pb_code][\/et_pb_column][\/et_pb_row][\/et_pb_section]","_et_gb_content_width":"","footnotes":""},"categories":[3582],"tags":[],"class_list":["post-751344","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-advice-from-our-coaches"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v28.1 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>The Cost of Burnout for the Company: Absenteeism, Turnover, and Key Figures - DYNSEO - Educational apps &amp; 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