You can’t see it on a spreadsheet, but every person in your organisation is managing an invisible balance, like a bank account of energy.

Every job task, interaction or deadline is either a withdrawal or a deposit. Some days, we end in credit. Other times, we’re running on empty, edging into our overdraft.

When that overdraft becomes a pattern, that’s when people may start to feel singed or scorched – and that’s where burnout begins.

The silent drain on energy at work

While it might feel like it to the person experiencing it, burnout is not an individual’s fault. It’s not about trying harder, better time management or even personal resilience. Even the strongest swimmer will eventually drown at sea if there’s no one to pull them to safety.

Burnout is often the product of badly balanced jobs or unrealistic work expectations, where there are too many demands and not enough resources to meet them.

This is where the job demands-resources (JDR) model offers HR a powerful lens. First developed by Dutch researchers in 2001 to explore the causes of burnout and engagement, it shows how every job has demands – things that require effort – and resources – things that support us to do that effort well.

What are job demands?

Demands are the daily withdrawals from our energy accounts. They come in many forms. Some demands can be stretching and motivating, helping people grow and find meaning in their work. Others, particularly when unsupported, can become draining and unsustainable.

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