According to a recent 2025 Business Education article, job burnout has reached an all-time high of 66% in customer service teams. I feel this deeply! During my two decades in customer service leadership, I have witnessed a noticeable shift in how employees are coping with the daily pressures of supporting customers – and more importantly, how long they are willing or able to sustain the demand.
This article explores the reality of this growing concern and aims to identify strategies to improve morale, employee experience, mental health support, and employee retention.
Why Burnout Matters
Burnout is not just a workplace issue—it is a human one. The emotional labor required in customer service roles directly affects employees’ personal wellbeing. And when wellbeing suffers, so does the customer experience.
Understanding the Burnout Landscape
Several factors contribute to the rising burnout rates in customer service centers:
- High call volumes
- Lack of autonomy
- Inadequate recognition
- Difficult customer interactions
- Insufficient training and support
- Pressure from performance metrics (CSAT, AHT, Adherence, FCR)
These are not new challenges—but the urgency to address them is growing. As self-service options increasingly handle simpler inquiries, employees are left to manage a higher concentration of emotionally charged or complex calls. This shift intensifies the daily pressure they face. Too often, we only recognize the burnout when absenteeism or declining performance becomes visible. By then, the damage is done.
Burnout carries a steep cost—not just financially, but in lost potential and diminished morale. Companies invest heavily in recruiting and training, only to discover 30, 60, or 90 days in that the employee feels unfulfilled or overwhelmed. More tenured employees are feeling pressure as well. That loss of institutional knowledge can lead to inconsistent customer experiences.
A Missed Opportunity to Listen
I often speak with new employees, and I am inspired by their fresh perspectives. Survey scores show that the onboarding experience is generally positive and supportive. Watching someone build a career, and grow within the organization, is one of the greatest joys of this role.
Recently, I was surprised to learn that one of these promising employees had left the organization. I reached out to the local leadership team for insight, but the thought lingered. I emailed, called, and left a message—no response. That silence spoke volumes. I had missed a chance to truly listen.
This moment prompted deeper reflection and a renewed commitment to proactive engagement. We must make listening a regular and intentional part of our leadership practice.
Strategies to Combat Burnout
Reducing turnover and improving employee wellbeing requires a multi-faceted approach. Here are some key strategies we should each consider:
- Culture of Care: promote an environment that protects employees from the silent strain that customer service teams are experiencing. Encourage open communication, ask for, and action upon, the employee feedback.
- Flexible Scheduling: Offer flexible employee schedules and time-off options that support the employee experience.
- Recognition Programs: Celebrate all the wins, big and small. Recognition programs should be easy and most importantly, consistent!
- Realistic Job Preview: Being transparent about the reality of the customer service job, positive and negative, is critical. Emotional intelligence assessments or job shadowing could be an effective solution.
- Training and Development: Invest in the upskilling of employees and provide a clear career path.
- Leadership Coaching: Equip supervisors with the tools they need to lead with empathy and awareness.
- Wellness Initiatives: Make mental health resources available, provide wellness breaks when needed and ensure the environment fosters peer support.
Turning Feedback into Action
Building the right culture is just the beginning. It is important that we create employee feedback loops: ongoing surveys, regular one on ones, and meaningful exit interviews. These tools work when designed to turn feedback into action.
Ultimately, it starts with caring. Caring about employee experience. Caring enough to act.
A Personal Commitment
What is the call to action in customer service centers? I commit to one new initiative this quarter that directly supports employee wellbeing. Whether it is a recognition program or providing resources around mental health, every step matters.
Andrea L. Hughes is a dynamic customer experience leader with over 20 years of driving transformation across service, sales, and marketing. Throughout her career, she’s been passionate about creating meaningful connections between brands and customers—leading teams through change, championing innovation, and building cultures where service excellence thrives. As Senior Director of Customer Service, Andrea brings a people-first mindset to every challenge, inspiring teams to deliver with empathy, purpose, and precision. Her journey reflects a deep commitment to growth, resilience, and making every customer interaction count.
Andrea’s personal mission is to lead with heart, empower others to rise, and create experiences that leave a lasting impact—one conversation at a time.
