Prevalence of Burnout and Emotional Exhaustion in Remote or Hybrid Workers

Abstract

Background: The shift to remote and hybrid work models after the COVID-19 pandemic has introduced psychosocial hazards that may elevate burnout risk beyond levels observed in traditional high-contact professions. Although emotional exhaustion rates of 20–50% are well documented among healthcare and social service workers, prevalence in general remote and hybrid populations remains inconsistent, with limited data on modifiable predictors such as work–life boundaries, isolation, and supervisor support. Objective: To determine the prevalence of burnout and emotional exhaustion among remote and hybrid workers in technology, education, and finance sectors and to identify independent organisational and psychosocial predictors of high emotional exhaustion. Methods: We conducted a cross-sectional observational study from January to April 2025, recruiting 247 remote and hybrid employees via professional networks and workplace platforms. Burnout was assessed using the Maslach Burnout Inventory–Human Services Survey, with high emotional exhaustion defined as ≥27, high depersonalization as ≥10, and low personal accomplishment as ≤33. Psychosocial factors were measured with validated Likert-scale items. Multivariable logistic regression adjusted for gender, sector, work model, and confounders identified predictors of high emotional exhaustion. Results: High emotional exhaustion affected 63.1% (95% CI 56.9–68.9) of participants, and overall burnout (at least two elevated domains) 41.7% (95% CI 35.7–47.9). Fully remote workers had significantly higher emotional exhaustion than hybrid workers (mean difference 3.7, p=0.004). Independent predictors included poor work–life boundaries (adjusted OR 2.67, 95% CI 1.65–4.31), work hours >45/week (OR 2.11, 1.31–3.39), and isolation (OR 1.24 per unit, 1.10–1.40). Conclusion: Emotional exhaustion is highly prevalent among remote and hybrid workers and is strongly driven by blurred boundaries, extended hours, and isolation. Organizational interventions targeting these factors may reduce burnout risk in flexible workforces.