Medical burnout isn’t a new phenomenon – the COVID-19 pandemic certainly played its part in exacerbating the issue. But as more staff leave the profession, those that are left feel the pressure. This is increasingly evident for laboratory staff as caseloads increase and stress levels mount. We connected with Alae Kawam, Surgical Pathologist at Rutgers New Jersey Medical School, who examined burnout for laboratory staff in a recent study.
What inspired this study?
Many people working in labs are struggling, and I felt a responsibility to understand the reasons and raise awareness to help drive change. Burnout is a major issue across many fields, and labs are no different. It harms both staff and the workplace, creating a cycle of stress, low efficiency, and high turnover.
My goal was to support the people who make lab work possible. They’re not just employees – they have families, passions, and lives outside of work. They put real care into what they do and deserve respect, recognition, and a supportive work environment.
What were your key findings?
The study found six main causes of burnout in the lab:
Lack of autonomy
Excessive workload
Bureaucracy
Problems with the lab information system (LIS)
Isolation
Mergers and acquisitions
Of these, workload and lack of autonomy are areas where leadership can and should take action. Micromanaging and overworking staff leads to high turnover, worsens staffing shortages, and damages the lab’s reputation – making it harder to hire in the future. This affects both morale and patient care.
Overall, the prevalence of burnout identified was striking – over 80 percent of lab professionals reported symptoms. The biggest drivers were understaffing, heavy workloads, and pressure to meet testing demands. It’s a system-wide problem, not about individual weakness.
Take, for example, a histotechnologist who constantly has to fix faulty equipment. That daily frustration builds up, especially with added pressure from coworkers and supervisors. Burnout shows up as exhaustion, feeling ineffective, and emotional distance – none of which happen overnight.
Importantly, solutions should involve those facing burnout. They know what’s really going wrong. Fixing burnout isn’t about making jobs luxurious – it’s about making them sustainable.
Does burnout manifest differently in the lab than in more patient-facing specialties?
The main signs of burnout – depersonalization, emotional exhaustion, and a reduced sense of accomplishment – are common to everyone, but they can show up in different ways. One person might pull away from others, while another might become short-tempered. It often depends more on how someone handles stress and the workplace environment than on their specific role or specialty.
To what extent do workload pressures contribute to burnout in pathology and laboratory medicine?
Workload is a major driver. Unrealistic turnaround times, inefficient workflows, and unmanageable caseloads create persistent stress. This not only leads to emotional exhaustion and decreased performance, but also disrupts basic self-care. When people lack time for rest, nutrition, or exercise, they’re at higher risk of burnout. Prioritizing sustainable workloads is essential for both staff retention and high-quality patient care.
There’s often a culture of stoicism in pathology. How does this affect professionals’ willingness to speak up about mental health?
There’s definitely been a cultural shift. Historically, pathology – and medicine as a whole – discouraged discussions around mental health. But younger generations are reshaping that narrative. Today’s early-career pathologists are more open to conversations about mental health, work–life balance, and wellness. That openness is beginning to shift the overall culture in a positive direction.
Speaking of younger generations, did you observe many generational differences in how lab staff address burnout and wellness?
Absolutely – there’s a clear culture gap. Older professionals, particularly Boomers and Gen X, may see long hours and high workloads as simply part of the job. They often value perseverance and may be less comfortable discussing mental health.
In contrast, Millennials and Gen Z tend to advocate for boundaries, flexibility, and systemic change. While Boomers may perceive this as a lack of toughness, it’s really a reflection of different values. Both perspectives have merit, and intergenerational dialogue is crucial for improving workplace culture.
What institutional-level interventions or policy changes did your research suggest to reduce burnout in lab medicine?
Solutions should fit each institution, but some general steps apply:
Measure burnout: Use surveys like the Maslach Burnout Inventory to understand how widespread it is and raise awareness.
Study it closely: Leaders should dedicate time and resources to find the main causes.
Take action: If a major problem is understaffing, there needs to be a plan – and funding – to hire more people.
Engage frontline voices: The people experiencing burnout should help design the fixes, since they know best what’s actually needed.
How do you see diagnostics evolving in a way that could either alleviate or worsen burnout?
The future of diagnostics is exciting. Integrating digital pathology and AI can significantly ease burdens. If designed and implemented intentionally, AI can offload repetitive tasks – like previewing cases, generating draft reports, ordering ancillary tests, and even pulling relevant clinical data. Done well, these tools will reduce burnout and allow professionals to focus on what truly requires human judgment.
What advice would you give to early-career pathologists and lab professionals on building sustainable careers?
Align your work with your core values and find mentors who understand your vision. If you're feeling burned out, take time to reflect on why. Remember: burnout is not a personal failure – it’s often a symptom of organizational dysfunction. You’re not alone, and change is possible.
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