‘Treat us like disposable machines’: Employees hit back at terrible bosses

It’s a toxic workplace act that employees are well and truly sick of – and it’s time to stop the Band-Aid solutions, an expert says.

“I was left with stress-induced hair loss and my period stopping for four months.”

Alice* worked at a large creative agency for less than two years and suffered two rounds of burnout during that time.

She had always been a high achiever, but her last job left her “physically and mentally broken”.

Despite her manager and company director being aware of her symptoms, Alice said she was “essentially pushed out” of the company.

“Our supposed weekly check-ins were a joke. They were often rescheduled or cancelled. And when I did share my concerns, those ‘confidential’ discussions were relayed to other team members.”

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Alice’s story will feel familiar to many.

Across Australia, employees are speaking out about workplaces that prioritise profits over people, leaving them feeling like “disposable machines”.

From under-resourcing to performative wellbeing initiatives, workers say employers are failing to address the root causes of burnout, and it’s costing them dearly.

Burnout isn’t just a buzzword; it’s a full-blown crisis. Almost half (49 per cent) of Australian and New Zealand employees are experiencing feelings of “burnout or exhaustion”, according to a recent survey.

Worse still, according to a 2023 Deloitte report, only 21 per cent feel their employers are doing enough to support their mental health.

Lauren Ryder, founder and CEO of Leading Edge Global, said the problem is systemic. “Burnout is often treated as an individual issue, but it’s a workplace problem. Employers are quick to offer gym memberships or mental health days, but these are just Band-Aid solutions,” she said.

“What’s needed is a fundamental shift in how we value and support employees.”

There’s a toxic workplace trend Aussie employees are well and truly sick of. Picture: iStock

MORE: 5 signs your workplace is toxic – and what to do about it

Alice’s experience highlights the toxic culture of many workplaces.

“There was a distinct lack of privacy in meeting rooms,” she said.

“I believe it was a tactic to stop staff from discussing issues with each other or opening up to managers.”

She also pointed to chronic under-resourcing as a major factor.

“They squeezed as much work out of every employee to avoid hiring new staff. I was constantly moved into new roles, which prevented me from growing and thriving. Employees don’t want luxury Christmas parties or catered lunches, we want support, fair workloads, and respect,” she said.

Laura Carson, who has worked in hospitality and marketing in the UK and Sydney, said the expectation to be “always on” in her past roles was relentless.

“Customers and clients could be rude, obnoxious, or demanding, but we were told to have thick skin and get on with it,” she said.

Laura says the expectation to be ‘always on’ in her past roles was relentless. Picture: Supplied

The stress took a toll on her mental and physical health.

“I lost weight, I couldn’t sleep, and there were no strategies to help me or my colleagues. At one job, they brought in a psychotherapist, but she reported back to management. It felt invasive and insincere,” she said,

She added that employers often say the “right thing” but fail to act.

“They’d invite a yoga teacher in for a session, but I could tell my manager was annoyed when I left my desk to attend. Once, they told me to work from home because the office environment was toxic. If they knew it was toxic, why didn’t they fix it?”

Fed up with the “box-ticking” approach to wellbeing, Ms Carson quit her job and started her own marketing agency, The Aura Collective.

“Now, I set clear boundaries with clients and take breaks when I need to. It’s up to me to look after my mental health, but it shouldn’t have to be this way,” she said.

Many employers are guilty of ‘carewashing’.

Lauren Ryder said many employers are guilty of “carewashing” – a term used to describe performative gestures that give the illusion of caring without addressing systemic issues. “Offering wellness initiatives while ignoring unsustainable workloads or toxic cultures is carewashing,” she explained.

“It erodes trust and leaves employees feeling undervalued.”

Ms Ryder said employers need to move beyond superficial solutions and focus on creating a culture of care.

“This means redefining high performance, building resilience through support systems, and addressing systemic inequities. It’s not enough to say you care. You have to actually show it through meaningful action,” she said.

Lauren Ryder says the leadership team needs to set a positive example. Picture: Supplied

What is the solution? Ms Ryder believes that it’s up to the leadership team to set a positive example.

“If you, as a leader, are constantly working late or always ‘on’, your team will likely follow suit. Encourage your team to disconnect and prioritise self-care. When they see you valuing work-life balance, they’ll feel empowered to do the same,” she said.

Some other actionable tips that Ms Ryder promotes include fostering a supportive team environment.

“Burnout thrives in isolation. Building a strong team culture based on empathy and open communication requires regular check-ins, clear communication channels, and team-building activities to help team members feel supported and connected,” she said.

She also recommended rewarding effort.

“Don’t just focus on outcomes – acknowledge the effort, dedication, and persistence of your team. Regular recognition reinforces that their work is meaningful and helps prevent burnout,” she added.

“Don’t forget to create meaning. Burnout often stems from a lack of meaning in one’s work. “Show your team how their efforts contribute to the greater mission. Regularly check in with team members about their personal goals and values to ensure they feel connected to the larger purpose.”

*Name has been changed

Originally published as ‘Treat us like disposable machines’: Employees hit back at terrible bosses