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Spanish Psychologists Sound the Alarm: Vacation No Longer Cures Burnout

Burnout, burnon, boreout: three horsemen of the apocalypse for your career in Spain

Returning to work feels stressful. The feeling of fatigue doesn’t go away after rest. Psychologists explain this serious phenomenon. Find out how to help yourself.

For many residents of Spain, returning to the office in September after the summer break often ends in disappointment. The effect of the holiday reset fades with surprising speed—sometimes within a matter of hours. Fatigue, irritation, and a sense of pointlessness soon return. Psychology experts say that if a long-awaited break does not bring relief, the problem runs much deeper than just a backlog of tasks accumulated during your absence. According to them, we are witnessing a dangerous trend where constant overexertion and stress are being seen as an inherent part of working life.

The key issue is not how long you were on holiday, but how restorative that break actually was. Research shows that the benefits of a vacation vanish almost instantly if a person returns to the same toxic environment and overwhelming workload that led to their burnout in the first place. True recovery comes not just from taking time off work, but from fully disconnecting mentally—engaging in activities you enjoy and spending time with loved ones without constantly thinking about work projects. The deeper you manage to ‘disconnect,’ the greater the benefit for your mental and physical health.

In professional circles, there is increasing discussion not just about burnout, but also about its two other insidious forms: burnon and boreout. Classic burnout is a state of complete emotional, mental, and physical exhaustion caused by chronic stress. A person becomes cynical, detached, and loses confidence in their professional abilities. Burnon, or ‘hidden depression,’ is a more recent concept describing a condition where an employee continues to fulfill their responsibilities, but only by stretching themselves to the limit, feeling constant internal tension and rejection toward their work. Boreout is the flip side: burnout from boredom, a lack of engaging tasks, and a sense of uselessness in the workplace.

The World Health Organization has already recognized burnout as a professional phenomenon, including it in the International Classification of Diseases. This is not just a bad mood, but a serious condition that demands attention. Warning signs may include a persistent feeling of fatigue that doesn’t go away even after sleep, loss of energy, and lack of enthusiasm for tasks that were previously enjoyable. Additional symptoms are difficulty concentrating, lower self-esteem, and even physical issues such as headaches, insomnia, or digestive problems. Recognizing these signals in time allows for preventive action before exhaustion becomes chronic.

Although working conditions and organizational culture are considered the main factors behind burnout, individual personality traits also play a role. People at higher risk include those with increased anxiety, perfectionists, and those who tend toward excessive control and competitiveness. Statistically, this issue is more common among young professionals, people with higher education, and those who are unmarried. However, it is important to understand that this is not a character weakness, but a response of the body to an unhealthy work environment.

Burnout of a single employee inevitably affects the entire team. It creates a negative atmosphere, provokes conflicts, and reduces overall productivity. Detachment and cynicism can be “contagious,” spreading to other team members and undermining workplace relationships. Ultimately, this leads to high staff turnover, an increase in sick leave, and a general decline in employees’ quality of life.

Solving this problem requires a comprehensive approach. On an individual level, it is important to learn to set healthy boundaries between work and personal life, practice relaxation techniques, and make time for hobbies. However, without organizational change, these efforts will be in vain. Companies need to reconsider workload management, give employees more autonomy, recognize their achievements, and foster a culture of mutual respect. Policies that uphold the ‘right to disconnect,’ respect for personal time, and responsible leadership that sets an example of healthy balance are key steps toward creating a healthy work environment.

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