How to Deal with Employee Burnout in Customer Service (Infographic)

Employee burnout can occur at every level of an organization – from top to bottom, and it’s especially commonly found among customer service people who have to deal with dissatisfied customers almost on a daily basis. It can come about as the result of stress, low morale, poor management, bad working conditions or simply having too much to do and not enough time to do it.

Burnout causes plenty of problems for businesses and leads to high job turnover, lower productivity and decreased engagement. Obviously, burned out employees provide less-than-stellar service to customers they come in contact with. And what’s more, whether it’s the cost of hiring or training new people, or improving poorly done job, burnout can eventually add up to financial loss for your company.

While burnout is a common phenomenon that no one is immune to, being able to understand its causes and how to prevent it is essential for any business. In this infographic we look into the main dangers and factors of employee burnout, and what both companies and customer service agents can do to avoid it. Enjoy!

How to Deal with Employee Burnout in Customer Service
How to Deal with Employee Burnout in Customer Service

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Mary Shulzhenko
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  1. Makes great sense, but when you work for a company like Startek Canada Services and they simply don’t; care it makes it 10 times harder for the agents when they are burned out

    1. I believe that companies and organizations that don’t care about their employees can never become great.

  2. Hi Mary! I recently recently completed some research that can add to the discussion. It was a study on burnout risk factors for contact center agents.

    What’s unique is I surveyed 600+ agents about their workplace to find factors that were linked to burnout risk. It uncovered 8 factors linked to burnout risk, but 7 surprising factors (like schedule adherence standards) that were not conclusively linked.

    Here’s more info:

  3. As an Emotonal Intelligence Coach for “disruptive physicians” including physicians who are burned out, I applaud for this excellent article. Poor impulse control and anger are two of the most common results of stress induce burnout.

    I will repost this article everywhere I can.

  4. Thank you! This is such an important topic for a vital group of people serving in the noble profession of Customer Service Professionals. In fact, most of us reach out for the advice and assistance of these people on a regular basis! I would like to offer a few quotes for inspiration:
    For Leaders – “Clients do not come first. Employees come first. If you take care of your employees, they will take care of the clients.” ~Richard Branson
    For All – “We are all faced with a series of great opportunities brilliantly disguised as impossible situations.” Charles R. Swindoll
    For All – “Work is either fun or drudgery. It depends on your attitude. I prefer fun!” ~Colleen C. Barrett

  5. We the South American workers, in particular Brazil are suffering the worst of the worst working conditions of all time, mainly by the idea that we will retire in 75 years.

  6. This is a great infographic! Great job! It really doesn’t only apply to costumer service. I am product development engineer and after reading it, I could realize not only that I am suffering burnout, but I could identify the main causes. It would be great if my boss could read that!

  7. I think first, the work environment, be what you want, and your work is happier.

    Another important factor is the valuation of the employee, paying a good salary and valuing his service, so also the employee will work better.
    We at Hinode always think the best for our resellers, providing excellent winnings, multiple awards for award winning.

    This way the work environment becomes more pleasant.

  8. I believe the worker having more breaks during his working period. will lessen the effect of stress and with this there may be good chances of improving the employee’s overall lack of performance.

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