As concerns about employee burnout and skilled staff shortages in cybersecurity grow, our study aims to better understand the contributing factors to burnout in this field. Utilizing a mixed-methods approach, we analyze self-reported job and personal characteristics, along with digital activity data from 35 incident responders, identifying several factors such as high workload, time pressure, and lack of support from management. Our findings reveal that over half of the participants experience burnout (N=19), which is linked to increased workload, limited control, poor teamwork, and inadequate recognition. Burned-out responders often work more than 40 hours per week, have poor sleep quality, and engage in more email activities, meetings, and after-hour collaborations. Through our research, we also identify coping strategies individuals use to mitigate these stressors. Based on our findings, we provide practical recommendations to help organizations better support their cybersecurity incident response teams. While our study acknowledges limitations and suggests future research directions, it contributes significantly to understanding the challenges faced by cybersecurity incident responders. Our insights offer a comprehensive understanding of burnout factors in this domain and have broader implications for other high-stress work environments consistent with the interdisciplinary nature of CSCW.

Information workers often struggle to balance their time for a variety of activities like focused work, communication, and caring. This study analyzes the impact of a commercially available computer-assisted time protection intervention that automatically and preemptively schedules calendar time for self-determined activities. We analyzed the behaviors and self-reports of workers in two naturalistic studies. First, we studied 27 workers who were already using Computer-Assisted Protected Time (CAP time) and found that they mainly used it for focused work. Second, we analyzed the effect of CAP time as a randomized intervention on 89 workers who never had CAP time and found that those with it self-reported an increase in performance, job resources, and immersion. In both studies, workers with CAP time exhibited a rearrangement of activities leading to an overall reduction in work activity. This study highlights new opportunities for intelligent time-management interventions and the importance of protected time at work.