Five years on from the first COVID-19 lockdowns, Australia’s health system has moved beyond crisis mode — but for many frontline staff, the exhaustion never really ended. Pandemic surges may have eased, yet the backlog of delayed care, chronic workforce shortages, and relentless roster demands mean that burnout remains one of the most pressing challenges in healthcare today.

A lingering toll

The World Health Organization formally recognised burnout as an “occupational phenomenon” in 2019, describing it as a syndrome caused by chronic workplace stress that has not been successfully managed. In 2025, those words remain painfully accurate for Australian doctors, nurses, allied health staff, and support workers.

A 2022 BMJ Open survey of junior doctors found the majority were already reporting high levels of burnout, driven by long hours, fatigue, and lack of systemic support. That picture has only worsened in subsequent years. The Australian Medical Association warns that staff shortages and heavy workloads continue to push clinicians to breaking point, with fatigue-related errors still a daily risk.

For many health workers, the exhaustion is hard to describe. “It’s like my body clock and my emotions never caught up with the end of the crisis,” says Sarah, a Sydney-based ICU nurse. “We kept pushing for so long, and now that the adrenaline’s gone, I feel hollow.”

Beyond the Individual

Burnout is often portrayed as a personal shortcoming. But experts and unions emphasise its roots in systemic issues.

The Corporate Mental Health Alliance Australia’s 2025 survey found that stress, burnout, and psychological injury claims continue to rise despite government funding and workplace wellbeing initiatives — a sign that structural pressures remain.

The economic toll is also growing. Poor mental health is now estimated to cost the Australian economy between $12.2 billion and $22.5 billion annually in absenteeism and reduced productivity. Work-related psychological injuries account for around 9% of serious workers’ compensation claims, with average payouts rising to $288,500 in 2024–25.

Coping strategies and recovery

Despite the challenges, hospitals and health organisations are experimenting with new approaches:

• Peer support programs: Hospitals such as the Royal Melbourne run structured peer debriefing sessions to help staff share experiences and normalise stress responses.
• Embedding mental health professionals: Some emergency departments employ on-site psychologists to provide immediate counselling and resilience training.
• Flexible rostering: Regional hospitals are trialling rosters designed to guarantee recovery time between shifts, with early evidence of reduced fatigue and better retention.
• Mindfulness and resilience training: While sometimes criticised as “band-aid” solutions, programs incorporating Cognitive Behavioural Therapy (CBT) techniques can reduce anxiety and strengthen coping skills.

Experts caution, however, that these initiatives cannot replace the need for safe staffing and psychologically healthy workplaces. As Professor Marie Bismark of the University of Melbourne puts it: “Resilience is important, but it cannot substitute for safe staffing levels and psychologically healthy workplaces.”

Looking ahead

The pandemic may have ended, but the debate it sparked about staff wellbeing is finally beginning to influence policy. In June 2025, the federal government updated its National Mental Health Workforce Strategy 2022–2032, committing to practical actions to build a stronger, more sustainable mental health workforce. Professional bodies such as the AMA and the Australian Nursing and Midwifery Federation continue to push for protected time for rest and recovery, arguing that wellbeing must be built into workforce planning — not added as an afterthought.

For many clinicians, though, change feels painfully slow. “We’ve learnt to wear our burnout like a badge,” says James, a rural GP. “What we need now is permission — and resources — to take it off.”

If there is one enduring lesson from COVID-19, it is that caring for carers is essential to caring for patients. Rebuilding the health workforce’s psychological safety will not happen overnight, but sustained investment in culture, staffing, and structural support may be the only way to ensure the next crisis doesn’t break the very people we rely on most.