Boredom may not sound like a workplace crisis, but experts say it is quietly becoming one. The growing phenomenon of “boreout” — a state of chronic under-stimulation — is leaving employees disengaged, unfulfilled and at risk of quitting.
While burnout has long been recognised as a threat to wellbeing, boreout represents its quieter opposite. Rather than being overwhelmed by workload, employees affected by it are under-challenged and unable to use their full potential.
Josh Peacock, co-founder of SalaryGuide, a platform that provides transparent salary comparisons across industries, said boreout is an increasingly common cause of low morale and productivity. “Boreout is a state of mental and emotional disengagement caused by a lack of meaningful work, variety or challenge,” he explained. “Instead of feeling overwhelmed or overworked, employees feel unstretched, underutilised and disconnected from their roles.”
He said the condition can go unnoticed for months, gradually eroding confidence and motivation. “Repetitive tasks, limited autonomy and few growth opportunities all contribute. Boreout is subtle, and that’s exactly what makes it so dangerous.”
Why Boreout Is Growing
Observers say the rise of automation, tighter budgets and flatter organisational structures have left many roles narrower and less creative. As repetitive administrative tasks replace problem-solving and innovation, some employees find themselves with little to stretch their skills.
Peacock said boreout does not display the same urgency as burnout, but its signs are just as damaging over time. “You might notice a slow decline in enthusiasm or initiative. Some employees procrastinate more or seem emotionally checked out even when their workload looks manageable. These are often dismissed as laziness, but more often, they signal someone capable of much more.”
A 2024 survey by the Chartered Management Institute found that 44 percent of UK employees felt under-challenged in their current role, while a quarter reported that their job offered little opportunity for skill development. Wellbeing experts warn that under-stimulation can lead to the same negative outcomes as overwork, including anxiety, disengagement and higher turnover.
The Organisational Cost of Under-Stimulation
For employers, boreout is more than a morale problem. It can quietly undermine performance and retention, particularly among high-potential staff who crave development. HR analysts note that disengaged employees are less likely to collaborate, innovate or take ownership of projects — all essential behaviours for a healthy workplace culture.
Studies by polling firm Gallup have shown that disengaged workers cost UK businesses billions in lost productivity each year. When employees stop finding meaning in their work, absenteeism and presenteeism rise, while job satisfaction and loyalty fall.
Leadership specialists say that addressing boreout requires cultural as well as structural change. Managers must look beyond workload to consider how purpose, challenge and recognition influence wellbeing. Simply reducing pressure is not enough if employees feel their contributions lack value.
How Managers Can Prevent Boreout
According to Peacock, boreout is highly preventable with thoughtful leadership. He said managers should focus on creating variety and ownership within teams. “If you’re noticing signs of disengagement, start by rotating responsibilities or involving people in cross-functional projects. Offering autonomy can make a huge difference — let employees influence the systems and processes they use every day.”
Experts also encourage employers to integrate learning and mentoring opportunities into their wellbeing strategies. Continuous learning has been shown to boost engagement and self-esteem, helping employees feel more invested in their role.
Regular, open conversations are also key. Wellbeing practitioners say check-ins should go beyond performance targets to explore motivation, interests and development goals. This allows managers to identify underused skills and match employees to more meaningful work.
Some organisations are tackling boreout by introducing “stretch projects”, where staff can apply their abilities in new contexts without taking on extra hours. Others are using internal mobility programmes to help people move into roles that better suit their strengths.
Building Purpose Into Everyday Work
Workplace psychologists say that meaningful work remains one of the strongest predictors of long-term wellbeing. Employees who feel their work has purpose report lower stress, stronger resilience and better overall satisfaction.
Peacock said boredom should not be seen as a sign of low ambition but as feedback about poor job design. “Boreout doesn’t mean someone lacks talent. It usually means they’re not being given the chance to use it.”
Wellbeing managers can support leaders to recognise the early indicators of boreout and develop systems that keep employees mentally stimulated. This includes ensuring workloads are balanced between challenge and capacity, aligning tasks with personal strengths and celebrating progress.
Preventing Disengagement Before It Escalates
Experts caution that boreout can escalate if ignored. Persistent under-stimulation may lead to cynicism, withdrawal or even health problems similar to burnout, including fatigue and low mood. In severe cases, employees simply leave.
For organisations aiming to build a resilient, engaged workforce, addressing boreout is now part of a broader wellbeing strategy. Creating space for learning, feedback and autonomy can reignite motivation and protect retention.
As Peacock put it, “Work should stretch people just enough to keep them engaged, without pushing them into exhaustion. Variety and enjoyment at work aren’t luxuries — they’re essential for long-term satisfaction and performance.”