Before the age of 30, already feeling drained by your job has become common among young professionals. In the United States, a survey of 2,000 adults shows that a quarter of Americans say they are burned out before the age of 30. A study carried out in 11 countries with more than 13,000 employees reveals that 83% of workers in the generation Z feel exhausted, compared to 75% of other employees.
In the United Kingdom, follow-up over 18 months after the coronavirus pandemic Covid 19 showed that nearly 80% of young Gen Zers reported high levels of burnout. In Canada, 51% of respondents from this generation feel burned out. In France, surveys on the quality of life at work converge: Generation Z reports a massive impact of work on their mental health. It remains to be understood why this cohort is the most affected and how they can regain control.
Generation Z and burnout: what do the studies really say?
Researchers describe burnout as an enduring conflict between what a person expects from their job and what the job actually demands of them. This gap can come from vague objectives, an overload of tasks or a lack of means to do well. The syndrome develops in three dimensions: extreme fatigue, cynicism and detachment, then the feeling of no longer accomplishing anything. An international study on well-being shows that almost a quarter of 18 to 24 year olds experience “unmanageable stress” and that 98% present at least one symptom of burnout.
In companies, this is particularly seen among Generation Z. A survey of more than 13,000 employees in 11 countries indicates that 83% of employees in this age group feel exhausted, compared to 75% of other generations. In Canada, 51% of members of Generation Z say they are burned out, compared to 29% of baby boomers and 32% of Generation X workers. Those under 30 are therefore not simply “fragile”: they have objective risk factors.
Why is Generation Z particularly vulnerable to burnout?
There generation Z entered the job market in the midst of a health and economic shock. During and after the Covid 19 pandemic, isolation, imposed teleworking and the disappearance of informal exchanges made learning the profession much more difficult. At the same time, the economist Pavlina Cherneva speaks of “the death of the social contract and the precariousness of jobs”: the old diploma plus well-paid permanent contract no longer works, while the cost of housing and living is exploding.
Another breakthrough, artificial intelligence and hybrid schedules create whatAnn Kowal Smith described in Forbes as a “new architecture of work”. For beginners who are still finding their bearings, these fragmented and highly digitally equipped organizations fuel the feeling of never doing enough and of being easily replaceable.
Generation Z: what concrete solutions against professional burnout?
For an exhausted worker, it is better to break the isolation: talk to colleagues, create connections, ask for support. A few simple rituals, like a weekly coffee or a message after a meeting, are sometimes enough to reduce the pressure and find a minimum of mutual support.
Another lever, establish a clear framework: end of day hours, periods without notifications, reasoned refusal of certain emergencies when the load explodes. This involves setting limits on working hours, while employers adapt workloads and mental health measures, clarify their expectations and monitor chronic overloads. An environment that protects Generation Z ultimately benefits all teams.