PAKISTAN is facing an economic crisis. Rising inflation, unemployment and financial uncertainty dominate everyday conversations. Yet, inside offices across the country, another crisis is quietly taking shape. It does not appear in economic reports or boardroom discussions, but its impact is just as serious. Employee burnout and mental exhaustion are growing rapidly, leaving a workforce that is surviving under pressure rather than thriving.
From banks to startups and from call centres to corporate offices, employees are working longer hours under increasing expectations, often without emotional support, job security or work-life balance. For a lot of professionals, the workplace has become a source of anxiety instead of opportunity and growth.
Pakistan’s work culture still glorifies overwork. Staying late is viewed as dedi-cation, while taking leave for mental health is often perceived as weakness. Employees hesitate to speak about stress, toxic management and unrealistic targets because they fear being labelled non-serious or, even worse, easily replaceable.
The human resource function, which should act as a bridge between employees and managements, remains limited in most, if not all, of the organisations to administrative tasks, such as payroll, attendance and hiring. Its strategic role in employee wellbeing, engagement, conflict resolution and workplace culture is still underdeveloped.
Unfortunately, the consequences are becoming increasingly visible. High employee turnover, declining productivity, disengaged teams and weak organisational loyalty are now common challenges. If Pakistan aims at building competitive organisations and retain talent, workplace policies must evolve. Companies need to set realistic workloads and performance expectations, train managers in emotional intelligence and people management, provide confidential mental health support, encourage leave without guilt, and foster a culture where employees feel safe to speak openly.
The new generation entering the work-force values respect, growth and wellbeing alongside financial stability. Organisations that often fail to recognise this shift risk continued talent loss and declining engagement. Employee wellbeing is no longer a secondary concern or a symbolic initiative. It is a business necessity. When employees are mentally exhausted, organisations lose not only productivity, but also creativity, commitment and future leadership.
A healthy workforce builds resilient organisations, and resilient organisations, in turn, contribute to a stronger and much more sustainable national economy.
Raja Muhammad Hamza
Islamabad
Published in Dawn, March 28th, 2026
