Gen Z workers are experiencing some of the highest levels of burnout ever recorded, according to new research that highlights the immense stress this generation faces in the workplace. While burnout is a widespread issue affecting individuals of all ages, Gen Z and millennials are reporting “peak burnout” at significantly younger ages. In the United States, a survey of 2,000 adults revealed that a quarter of Americans feel burnt out before reaching 30.
Similarly, a British study conducted over 18 months following the COVID-19 pandemic found that 80 percent of Gen Z participants reported experiencing burnout. This trend is echoed globally; a survey spanning 11 countries and involving over 13,000 front-line employees and managers found that 83 percent of Gen Z workers reported feeling burnt out, compared to 75 percent of other employees.
Understanding Burnout: A Closer Look
Burnout can manifest differently across individuals and professions, but researchers agree on its core characteristics. It often arises from a conflict between job expectations and the actual demands of the role. This mismatch can take various forms, such as ambiguous job tasks, an overload of responsibilities, or insufficient resources or skills to meet job demands.
Burnout typically progresses through three dimensions. Initially, fatigue is the most noticeable symptom. This is followed by cynicism or depersonalization, leading to alienation and detachment from one’s work. Ultimately, this detachment results in a declining sense of personal accomplishment or self-efficacy.
Why Gen Z Is Particularly Vulnerable
Several factors contribute to Gen Z’s heightened vulnerability to burnout. Firstly, many members of this generation entered the workforce during or after the COVID-19 pandemic—a period marked by significant upheaval, social isolation, and evolving work protocols. These conditions disrupted the informal learning typically gained through daily interactions with colleagues, which were difficult to replicate in a remote work environment.
Moreover, broader economic pressures have intensified. As economist Pavlina Tcherneva notes, the “death of the social contract” and the “enshittification of jobs”—the expectation that a university education would lead to a well-paying job—have left many young people navigating a more precarious economic landscape. Rising economic disruption, widening inequality, increasing housing and living costs, and the proliferation of precarious employment have placed additional financial pressures on this generation.
Additionally, the restructuring of work driven by artificial intelligence presents another challenge. According to workplace strategist Ann Kowal Smith, Gen Z is the first generation to enter a labor market defined by a “new architecture of work,” characterized by hybrid schedules that fragment connection, automation that strips away context, and leaders too busy to model judgment.
Addressing Burnout: What Can Be Done?
If you’re feeling burnt out, it’s important to recognize that you’re not overreacting, and you’re not alone. The good news is that there are ways to recover. One of the most overlooked antidotes to burnout is combating the alienation and isolation it produces. Building connections with colleagues can be as simple as checking in with a teammate after a meeting or scheduling a weekly coffee with a coworker.
It’s also crucial to abandon the notion that excessive work equates to better work. Setting boundaries by blocking out time in your calendar and clearly signaling your availability to colleagues can help manage stress levels.
However, individual coping strategies can only go so far. Fundamental solutions must originate from workplaces themselves. Employers should offer more flexible work arrangements, including wellness and mental health supports. Leaders and managers should communicate job expectations clearly, and workplaces should have policies to proactively review and redistribute excessive workloads.
Kowal Smith suggests creating a new “architecture of learning” in the workplace that includes mentorship, feedback loops, and rewards for curiosity and agility. These efforts could humanize the workplace, reduce burnout, and enhance engagement, even in an era of increasing AI integration. A workplace that works better for Gen Z ultimately benefits everyone.
