In recent years, we’ve observed a notable shift in how stress and burnout manifest across generations. The experience of a young professional today isn’t the same as it was for someone a decade or two ago and that matters for both individuals and those who manage them. In this blog we will explore the nature of the divide between younger and older generations, highlight the key pressures each group faces, and offer practical guidance for managers seeking to support their teams across the age spectrum.
The generational gap: what research tells us
Research indicates that younger generations, for example those born into Generation Z and younger Millennials, are reporting higher levels of stress and burnout compared to older generations. One large-scale study found that 68% of Gen Z and younger millennial employees said they felt stressed “a lot of the time” compared with older age groups.
Similarly, a study of nurses revealed that Millennials were six times more likely to experience overall burnout than Boomers, and three times more likely than Gen X-ers. Put simply: the landscape of work and life is different, and the effects of pressure are too.
What younger workers are facing
Younger professionals face a unique cocktail of pressures:
Economic uncertainty: Many are entering the workforce during or after recessions, facing debt, housing costs, and the need to juggle multiple income streams. For instance, the UK “Burnout Report 2025” found that 18-24-year-olds were most likely to have taken time off work due to ill-mental-health caused by stress.
High expectations and digital overload: Younger workers have grown up in a digital world, compare themselves constantly, and often feel they must show instant productivity and adaptability. Recent research found Gen Z stress levels are “significantly higher” compared to older generations.
Work–life blur and identity issues: Younger employees tend to value flexibility and meaningful work more than mere job security, yet are often in roles that demand high availability, making switch-off difficult.
Less experience and fewer buffers: With fewer years in the workforce many younger professionals lack the “reserve” of coping strategies, networks or roles where they feel stable, so stress accumulates more quickly. Research has found younger adults have fewer psychological resources to buffer stress compared to older peers.
For managers and organizations this matters: if younger employees are burning out earlier and more intensely, the risk of turnover, disengagement and illness rises.
What older generations bring and what they struggle with
On the other side of the divide, older workers (Gen X, Boomers) face a different set of problems and a different kind of resilience:
Historical expectations of loyalty: Many older workers were socialised into a culture of “if you stick it out you succeed.” While this may build endurance, it sometimes reduces seeking help. According to commentary, Boomers may be reluctant to step back or to admit stress.
Pressure and changes: Older employees may be managing long-term responsibilities like mentoring younger colleagues, keeping up with technology or delaying retirement due to financial pressures.
Better coping mechanisms: Because many have established careers, social support networks and clearer role identities, older workers may have more buffers against burnout. But their stress may also be ‘hidden’ or normalized rather than openly discussed.
Risk of disengagement and under-recognition: Some studies show that older workers, while less likely to report burnout in the dramatic ways younger workers do, may still experience exhaustion, detachment and cynicism; for example in nursing, Gen Xers showed higher feelings of detachment than Boomers.
In essence, older generations may bring more resilience but also face pressures of a changing world and evolving workplace culture.
What managers and organizations should do
Given the distinct profiles of stress and burnout across generations, managers must adapt their approach rather than rely on one-size-fits-all solutions. Below are practical strategies:
1. Tailor support, clear roles and feedback
For younger employees: ensure clear feedback loops, visible career pathways and regular check-ins. Research from Gallup suggests younger workers highly value work-life balance, flexibility and growth opportunities.
For older employees: recognize their experience, engage them as mentors or leaders, and ensure their workload and technology demands are realistic.
2. Promote psychological safety and open discussions
Encourage open discussion about stress across all ages. The Burnout Report found younger workers are less likely to feel comfortable speaking to line managers about stress.
Train your managers to spot early signs of burnout (for example, increased cynicism, withdrawal, declines in performance).
Create peer support or mentorship systems that cross generations using the strengths of each group.
3. Balance demands and resources
Apply the “job demands-resources” model: when demands (workload, emotional strain, change) are high, resources (autonomy, social support, development, recovery time) must increase.
For younger staff: provide flexibility, rest opportunities, and mental-health resources.
For older staff: ensure they have training for new systems, autonomy in their roles and recognition of their expertise.
4. Create a culture of sustainable work rather than heroic effort
Avoid glamorizing “grind culture” or “always-on” performance. Younger workers especially are rejecting narratives that equate long hours with success.
For all workers: emphasize recovery, boundaries and psychological wellbeing as strategic organizational assets, not optional extras.
5. Monitor generational responses and adapt
Collect data on stress, absence, engagement by age group to identify emerging patterns. The growing divide is real and measurable.
Be ready to adapt because what worked in the past for older groups may not work for younger ones, and vice versa.
The divide in how generations experience stress and burnout reflect broader shifts in society, economy, technology and culture. Younger generations carry fresh pressures like economic fragility, digital acceleration and changing values while older workers bring experience but also face new demands.
In supporting all employees effectively, managers must acknowledge these differences, provide tailored support, build cross-generational bridges and build a workplace culture where psychological wellbeing is a strategic imperative.
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PVD Psychological Associates specialize in college mental health, anxiety, depression, eating disorders, trauma, LGBTQIA+ issues, and relationship difficulties.
We also see clients for a range of other issues.
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