Gen Z workers are reporting some of the highest burnout levels ever recorded, with new research suggesting they are buckling under unprecedented levels of stress.

While people of all age levels report burnout, Gen Z and millennials are reporting “peak burnout” at earlier ages. In the United States, a poll of 2,000 adults found that a quarter of Americans are burnt out before they’re 30 years old.

Similarly, a British study measured burnout over an 18-month period after the COVID-19 pandemic and found Gen Z members were reporting burnout levels of 80 per cent. Higher levels of burnout among the Gen Z cohort were also reported by the BBC a few years ago.

Globally, a survey covering 11 countries and more than 13,000 front-line employees and managers reported that Gen Z workers were more likely to feel burnt out (83 per cent) than other employees (75 per cent).

Another international well-being study found that nearly one-quarter of 18- to 24-year-olds were experiencing “unmanageable stress,” with 98 per cent reporting at least one symptom of burnout.

And in Canada, a Canadian Business survey found that 51 per cent of Gen Z respondents felt burnt out — lower than millennials at 55 per cent, but higher than boomers at 29 per cent and Gen X, at 32 per cent.

As a longstanding university educator of Gen Z students, and a father of two of this generation, the levels of Gen Z burnout in today’s workplace are astounding. Rather than dismissing young workers as distracted or too demanding of work-life balance, we might consider that they’re sounding the alarm of what’s broken at work and how we can fix it.

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What burnout really is

Burnout can vary from person to person and across occupations, but researchers generally agree on its core features. It occurs when there is conflict between what a worker expects from their job and what the job actually demands.

That mismatch can take many forms: ambiguous job tasks, an overload of tasks or not having enough resources or the skills needed to respond to a role’s demands.

In short, burnout is more likely to occur when there’s a growing mismatch between one’s expectations of work and its actual realities. Younger workers, women and employees with less seniority are consistently at higher risk of burnout.

Burnout typically progresses across three dimensions. While fatigue is often the first noticeable symptom of burnout, the second is cynicism or depersonalization, which leads to alienation and detachment to one’s work. This detachment leads to the third dimension of burnout: a declining sense of personal accomplishment or self-efficacy.

Why Gen Z is especially vulnerable to burnout

Several forces converge to make Gen Z particularly susceptible to burnout. First, many Gen Z entered the workforce during and after the COVID-19 pandemic.

It was a time of profound upheaval, social isolation and changing work protocols and demands. These conditions disrupted the informal learning that typically happens through everyday interactions with colleagues that were hard to replicate in a remote workforce.

Second, broader economic pressures have intensified. As American economist Pavlina Tcherneva argues, the “death of the social contract and the enshittification of jobs” — the expectation that a university education would result in a well-paying job — have left many young people navigating a far more precarious landscape.

The intensification of economic disruption, widening inequality, increasing costs of housing and living and the rise of precarious employment have put greater financial pressures on this generation.

A third factor is the restructuring of work that is taking place under artificial intelligence. As workplace strategist Ann Kowal Smith wrote in a recent Forbes article, Gen Z is the first generation to enter a labour market defined by a “new architecture of work: hybrid schedules that fragment connection, automation that strips away context and leaders too busy to model judgment.”

What can be done?

If you’re reading this and feeling burnt out, the first thing to know is that you’re not overreacting and you’re not alone. The good news is, there are ways to recover.

One of burnout’s most overlooked antidotes is combating the alienation and isolation it produces. The best way to do this is by building connection and relation to others, starting with work colleagues. This could be as simple as checking in with a teammate after a meeting or setting up a weekly coffee with a colleague.

In addition, it’s important to give up on the idea that excessive work is better work. Set boundaries at work by blocking out time in your calendar and clearly signalling your availability to colleagues.

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But individual coping strategies can only go so far. The more fundamental solutions must come from workplaces themselves. Employers need to 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 has also suggested building a new “architecture of learning” in the workplace that includes mentorship, provides feedback loops and rewards curiosity and agility.

Taken together, these workplace transformation efforts could humanize the workplace, lessen burnout and improve engagement, even at a time of encroaching AI. A workplace that works better for Gen Z ultimately works better for all of us.

This article is republished from The Conversation, a nonprofit, independent news organization bringing you facts and trustworthy analysis to help you make sense of our complex world. It was written by: Nitin Deckha, University of Guelph-Humber

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Nitin Deckha is a member of the Institute for Performance and Learning and the Canadian Community of Corporate Educators.