Bore-out, the opposite of burnout, is a psychological condition caused not by excessive work, but by a lack of activity, stimulation, or meaning in the workplace. While burnout is a widely recognized issue linked to overwork, bore-out remains largely invisible. It reflects a deep sense of boredom, uselessness, and a loss of purpose at work. According to researcher Ruth Maria Stock, this condition can reduce innovation, lower employee engagement, and lead to psychological disengagement. A qualitative study conducted in 2024 by Charlotte Almeras for her professional thesis highlights that bore-out is not a marginal or trivial issue, but a significant psychosocial risk recognized by the French government. Bore-out is characterized by a lack of professional stimulation, monotony, and a loss of meaning in one's job. It is defined by three main dimensions: boredom, lack of challenges, and disinterest in work. Unlike the common perception that boredom at work is a sign of comfort or privilege, many employees describe it as a source of deep unease. One secretary in the automotive industry describes feeling uncomfortable at work, simply performing tasks for a paycheck. A former nurse turned funeral counselor expresses a sense of uselessness, feeling she would be better off at home. These experiences show that work is not only a source of income, but also a space for social recognition and purpose. When these elements disappear, boredom can turn into a serious psychological burden. While burnout and bore-out appear to be opposites—burnout stemming from overwork and bore-out from under-stimulation—both can lead to similar psychological effects. Employees in both cases report emotional fatigue, loss of motivation, anxiety, and even depressive symptoms. A management controller notes that bore-out can generate anxiety, making the workday feel long and difficult. Guilt is another common factor. In burnout, employees may feel guilty for not being able to cope with their workload, while those experiencing bore-out often feel guilty for not having enough to do. This guilt can make the condition even more invisible, as employees may hesitate to speak about their boredom, fearing judgment or being seen as lazy or unambitious. Bore-out manifests in various ways within organizations. Employees may engage in behaviors such as excessive internet browsing, taking frequent breaks, or having long conversations with colleagues. These actions are often seen as a lack of engagement, but they may actually stem from organizational issues like underwork or repetitive tasks. Many employees describe work in "episodes," with busy periods followed by long stretches of inactivity. Management practices also play a role, with some employees stating that their boredom comes from the workload assigned by their managers. Researchers like Christian Bourion and Stéphane Trebucq suggest that bore-out is closely linked to how work is organized and how companies handle periods of inactivity. Bore-out is not limited to those who feel overqualified for their roles. It can affect anyone whose job lacks meaning or stimulation. Some employees, even those who do not consider themselves overqualified, express a strong need for utility and professional challenge. A property management assistant, for example, sought more responsibilities to avoid boredom and continue learning. This suggests that bore-out is not solely an individual problem but also a reflection of how organizations distribute work, recognize skills, and provide meaning to daily tasks. As work environments continue to evolve with remote work, automation, and changing procedures, bore-out may become a critical yet overlooked psychosocial risk. Recognizing it requires moving beyond the idea that more work is always better, and instead ensuring that employees feel useful, stimulated, and valued in their roles.