A study reveals significant generational disparities in workplace stress and burnout. This is based on a review of 1,284 employees in the UK. The data analysis found that 42 percent of employees aged 18 to 34 reported experiencing burnout in the past 12 months. This means that younger workers are being disproportionatley affected by workplace related stress.
Hence, younger employees are experiencing stress and burnout at work at a relatively high rate. This comes from research conducted by the company Avilio and reported via Startup News. Human Resources trends suggest the impact upon younger workers is similar across most industrial sectors.
Of the 1,284 UK workers assessed, 739 worked in management positions. Overall it was found that two-in-five employees aged 18 to 34 have experienced burnout in the past 12 months, compared to 33 percent of those aged 35 to 54 and just 20 percent of those aged 55 and over.
Moreover, a third (34 percent) of those aged 18 to 34 have taken time off from work due to stress, significantly more than the fifth (21 percent) of those 35 to 54 or the 10 percent of those 55 and over who have done the same.
Managers are also stressed out
Signs of stress are also more prominent in management positions. Here, 62 percent of managers aged 18 to 34 say they regularly work beyond their contracted hours, in contrast to 56 percent of those aged 35 to 54 and less than half (49 percent) of those 55 and over.
Philippe Masson, CEO of Avilio, says in a statement: “For many people, the ages 18 to 34 are peppered with drastic change and major milestones in both their professional and personal lives. From transitioning into management roles, starting families and generally navigating greater responsibilities across the board, it is no wonder that they are especially vulnerable to stress and burnout.”
Hence, an intergenerational difference exists. This may also explains why the number of younger workers aged 18-24 who feel uncomfortable opening up to a line manager or senior leader about pressure and stress remains high.
What can businesses do in such situations? Masson advises: “Naturally, adjustment to these pressures isn’t easy, so employers must step up and strengthen their support systems. Indeed, a healthy and thriving workforce can’t be built on good intentions alone. To protect wellbeing and productivity, businesses must go beyond surface-level initiatives and implement practical, evidence-based solutions.”
To make sure this comes top down, there needs to be directives and policies designed to promote mental well-being. Masson suggests: “Ensuring any policies in place actually promote work-life balance, provide mental health support, and address the unique challenges of younger workers is essential.”
Highlighting the importance of addressing these issues, Masson points out: “Businesses shouldn’t shy away from this, as it will dramatically improve their staff’s wellbeing and, ultimately, their productivity.”
