How to prevent employee overload without sacrificing productivity

As an occupational physician, Aukje Huurman operates daily in the tension between health and productivity. Organizations want employees who are fit for work. Employees want to work too, but not at the expense of their well-being. The key is to find a balance that meets both needs. After all: investing in employee well-being ultimately boosts long-term productivity.

Overload: the silent risk in every organization

“I increasingly see employees dropping out due to overload. Not because they don’t want to work, but because it has simply become too much,” says Aukje. “Work pressure, responsibilities, private issues; it all piles up. And when one person calls in sick, the work shifts to their colleagues, increasing pressure across the team and spreading overload like an oil slick. It creates a vicious cycle of stress and absenteeism.”

Yet in many organizations, the alarm is raised far too late. Early signs of stress or fatigue are missed or ignored. Employees hesitate to speak up, fearing they might lose out on a promotion or see their fixed-term contract go unrenewed. Even if managers do pick up on signals, it’s hard to start the conversation without judgment or discomfort. Aukje explains: “That taboo makes open communication difficult—while that’s exactly the key. And it starts with company culture.”

Want to maintain productivity? Start with prevention

An ounce of prevention is worth a pound of cure. “It’s a cliché because it’s true,” Aukje emphasizes. “Thankfully, there are many ways to prevent employee overload without sacrificing productivity. In fact, in the long run, it’s a win-win.”

Some practical examples:

• Schedule preventive consultations before things go wrong. The preventive consultation with an occupational physician isn’t just for employees already experiencing symptoms; it’s also a tool for spotting and preventing overload early. Make this accessible and well-known.
• Implement practical interventions. Consider conducting ergonomic workplace assessments or involving an occupational physiotherapist. These actions can help avoid physical complaints that might otherwise lead to long-term absence.
• Encourage mental support and coaching. Company social work, mindfulness training, and time management coaching are all effective tools for reducing mental overload.
• Stay alert to early warning signs, such as frequent short-term sick leave, mistakes, conflicts, or withdrawal. Initiate a conversation: “What’s going on? How can we support you?” Sometimes that single question can make all the difference.

From cost factor to strategic choice

“Some employers are willing to invest in prevention; when business is going well,” Aukje notes. “But under pressure, these initiatives are often the first to be cut. And that’s unfortunate, because sustainable employability should be treated as a strategic priority.”

Mental health-related sick leave accounts for nearly half of all absenteeism. “That’s not just a human tragedy; it’s a major cost driver. By investing in mental health up front, you significantly reduce absenteeism costs on the back end. Ideally, mental health should be a KPI; a benchmark for good leadership and responsible employer behavior.”

Build a people-centered organization

If you want your organization to be future-proof, the solution is simple: invest in people. Not because your occupational health provider says you must, but because you genuinely want your employees to feel good. People who are doing well perform better. They are more loyal, flexible, and bring positive energy to the workplace.

“One great example is a transport company where employees had to pull heavy carts. After a simple workplace assessment, it turned out the wheels were the problem. New wheels, fewer physical complaints: problem solved. Sometimes it’s that simple.”

But it starts with the right mindset. The notion that employees should ‘just toughen up’ or ‘work like they used to’ no longer works. The labor market has changed. Employers who don’t adapt risk losing people. And without people, there’s no organization.

Put mental health permanently on the agenda

A people-centered organization isn’t a luxury: it’s a necessity. “As an occupational physician, I witness the consequences of overload every day. But I also see how effective a different approach can be. Invest in your people: not because you have to, but because you want them to thrive. That’s where it starts. Employees who feel valued stay engaged, are less likely to fall ill, and perform better. And that’s where your organization stands to gain the most in the long term.”

Make mental well-being and a people-first approach part of your strategy. Because that’s how you ensure your organization remains sustainable: without it costing your people or your productivity.