Accountants are becoming increasingly 'burnt out' and jaded by ever increasing workloads, a new survey reveals.

According to research from recruitment specialist Robert Half UK, almost a third (30%) of UK HR directors say employee burnout is common within their organisation. However, this figure rises to more than a third (35%) for those in London and the South East and publicly listed companies.

The issue may be 'particularly challenging for accounting professionals' as the fiscal year-end approaches, bringing a barrage of additional workload and stress.

Phil Sheridan, Robert Half UK's managing director, said: 'Employee burnout can affect almost any professional, from top boss to rank and file employee. Many employees who have been tackling increased workloads while putting in long hours are beginning to lose their motivation at work and this is particularly challenging for accounting teams as they prepare for fiscal year-end.'

The research also reveals that two thirds (67%) of UK HR directors cite 'workload' as the primary reason for employee burnout, although this figure rises to three quarters (75%) for large and 73% for public sector companies. More than half (56%) cite 'overtime / long working hours' as the secondary reason, followed by 'unachievable expectations (35%), 'economic pressures' (32%) and 'inability to balance personal and professional commitments' (27%).

When asked if any initiatives had been implemented to prevent employee burnout, HR directors said they are promoting a teamwork-based environment (50%), reviewing/restructuring job functions and tasks (45%), encouraging team-building activities (34%), providing flexible working options (34%) and encouraging employees to take time off (31%). One in five businesses (19%) plan to hire additional temporary / interim staff to help manage burnout.

Sheridan added: 'In today's economy, many businesses are managing heavier workloads with less staff, so hiring temporary or interim professionals is proving an effective and efficient way to alleviate pressure, especially as accounting and finance departments prepare for fiscal year-end.

'This allows companies to manage workload peaks and troughs without incurring fixed labour costs, while ensuring specialist technical skills are available as and when needed. Companies who adopt this approach have been able to cope better with the unexpected, prevent employee burnout and avoid reduced morale and increased costs.'

The survey found HR directors in London and the South East experienced employee burnout within their organisation more than any other region, with an average of 35% citing it as a common occurrence, followed by 31% in the Midlands, 29% in the North and Scotland and 22% in the South West and Wales.

Robert Half said some of the warning signs that employees may be "running on empty" are the fact they are frequently late for work, are less productive, frequently disagree with managers or colleagues and are prone to negativity and emotional outbursts.