Burnout isn't inevitable. Changing systems can change outcomes.

Burnout remains an ongoing challenge for Australia's not-for-profit sector, but the latest Pro Bono Australia Salary Survey suggests organisations may need to rethink their assumptions about the causes and drivers behind it.

The 2025 survey found that high workload and burnout were the second most common reasons employees leave their organisations. Only remuneration ranked higher, reinforcing what many leaders already know: attracting and retaining talented staff requires more than competitive salaries.

The 2026 Salary Survey takes that conversation a step further. Many of the sector's workforce indicators have improved: 45 percent of the survey participants say they are not planning to change jobs; 36 percent are willing to recommend their organisation as a great place to work, and 65 percent believe their leadership supports psychosocial safety. Despite this, burnout remains one of the key drivers of staff turnover.

This year’s report explores the reasons burnout occurs, and rather than viewing it as the unavoidable consequence of emotionally demanding work or stretched budgets, the report argues that organisations should examine the systems surrounding the work itself. Unclear processes, inconsistent ways of working, poorly defined responsibilities and unnecessary administrative complexity all create friction that drains employees' energy and limits their ability to focus on the work that matters most.

This is an important shift in thinking. If burnout is caused solely by the nature of the work, there is little organisations can do beyond offering wellbeing initiatives and encouraging resilience. If, however, burnout is also driven by organisational design, leaders have practical opportunities to improve staff wellbeing by improving the organisation’s systems.

The report encourages businesses to reduce unnecessary complexity, clarify expectations, streamline decision-making and build systems that support rather than frustrate employees. These changes not only improve efficiency but also give people greater confidence, autonomy and control over their work—factors that are closely linked to employee wellbeing and retention.

Reducing burnout is no longer simply an HR issue. It is a leadership issue. Organisations that invest in better systems, clearer processes and healthier workplace cultures are likely to be better placed to retain experienced staff in an increasingly competitive employment market.