Chronic fatigue syndrome (SFC) is a real and weakening condition that affects silent workers, and that is often confused with demotivation or lack of commitment.
The constant exhaustion that many people experience is not always due to daily stress or a bad night. In some cases, this persistent tiredness can be a sign of a medical condition known as Chronic Fatigue Syndrome (SFC), a complex disease that deeply affects physical, emotional and work well -being.
The SFC is characterized by intense and prolonged fatigue, which lasts at least six months, does not improve with rest and is usually accompanied by other symptoms such as sleep disorders, cognitive difficulties, muscle pain and emotional alterations. Unlike passenger exhaustion, this condition interferes significantly in daily activities and professional performance.
A worrying context for the world of work
In Latin America, 4 out of 10 workers have symptoms of anxiety or depression, and only half access timely professional care, according to the Pan American Health Organization (PAHO). In Chile, a study by Laborum in 2024 revealed that 89% of workers express symptoms associated with Burnout syndrome, a condition linked to chronic work stress.
While burnout and SFC are not the same, they share signs such as persistent exhaustion and reduction of performance, which could be invisible cases of chronic fatigue syndrome within work spaces.
For its part, recent data from the Mhaite Virtual Assistant, developed by Grupo Cetep, reveal that 4 out of 10 workers evaluated in different organizations have been referred to psychological care, reflecting a growing need for mental health support in corporate environments.
Emotional and organizational consequences
“The SFC not only affects the physical health of those who suffer from it, but also has a strong emotional impact,” says Susana Romero, a Cetep Group psychologist. “People can present symptoms of depression, anticipatory anxiety, fear when starting tasks, doubts regarding performance, isolation and significant decrease in self -esteem,” he says.
In the workplace, this translates into low productivity, greater absenteeism, rotation of personnel and additional costs associated with medical care and the training of new collaborators.
What can organizations do?
Faced with this reality, it is key that companies adopt active position against the mental health of their workers. Some key strategies include:
Implement comprehensive well -being programs, with stress management workshops, active breaks and physical activities.
Promote work flexibility, allowing hybrid modalities or time adaptations that favor life-work balance.
Train leaders to detect signs of chronic fatigue and act in a timely manner.
Ensure access to mental health services, with professional, timely and confidential care.
Recognizing that extreme fatigue is not synonymous with laziness, but can be a reflection of a real medical condition, it is essential to offer effective answers. The commitment to mental health not only improves the life of workers, but also strengthens the sustainability and resilience of organizations.
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