The State of Workplace Burnout in 2025: A Comprehensive Research Report

The workplace burnout crisis has reached unprecedented levels in 2025, with new research revealing that 82% of employees are at risk of burnout, marking a significant escalation from previous years. This comprehensive analysis, compiled from multiple studies and surveys conducted throughout 2024 and early 2025, presents a sobering picture of the modern workplace where chronic stress has become the norm rather than the exception.

Our analysis reveals several critical findings that demand immediate attention from employers, policymakers, and workers themselves. Most notably, the generational divide in burnout experiences has widened dramatically, with Gen Z and millennial workers reporting peak burnout at just 25 years old—a full 17 years earlier than the average American who experiences peak burnout at 42.

The economic implications are staggering. Burnout costs businesses $322 billion annually in lost productivity, while healthcare costs related to workplace burnout range from $125 billion to $190 billion annually. These figures represent not just numbers on a balance sheet, but a fundamental breakdown in the relationship between employers and employees.

Interview Guys Take: The burnout epidemic isn’t just a human resources issue—it’s a business survival issue. Companies that fail to address burnout are essentially burning money while watching their best talent walk out the door. The data shows that prevention isn’t just the right thing to do; it’s the smart business move that can save millions in turnover costs and lost productivity.

The Current State of Burnout: By the Numbers

The prevalence of workplace burnout in 2025 paints a concerning picture of the modern workforce. Multiple studies converge on similar findings: the vast majority of workers are struggling with chronic workplace stress that has spiraled beyond their control.

According to recent surveys, 65% of employees experienced burnout in 2023, but this number has climbed significantly. At least 79% of UK employees experience burnout, with around 35% reporting extreme or high levels. In the United States, the situation is equally dire, with 77% of respondents saying they have experienced employee burnout at their current job, with more than half citing more than one occurrence.

The Society for Human Resource Management (SHRM) found that 44% of surveyed U.S. employees feel burned out at work, 45% feel “emotionally drained” from their work, and 51% feel “used up” at the end of the workday. These statistics represent millions of workers struggling to cope with unsustainable workplace demands.

What’s particularly alarming is the acceleration of burnout rates. A study by Boston Consulting Group revealed that 48% of workers from eight countries indicate they are currently grappling with burnout. This near-50% rate suggests that burnout has moved from being an occupational hazard to an occupational norm.

The consistency of these findings across different studies and methodologies strengthens their validity. Whether researchers ask about emotional exhaustion, cynicism, or reduced professional efficacy—the three hallmarks of burnout as defined by the World Health Organization—the results point to a workforce in crisis.

The Generational Burnout Gap

Perhaps no finding is more striking than the generational divide in burnout experiences. The average American experiences peak burnout at 42 years old, but Gen Z and Millennial respondents reported reaching their highest levels of stress at an average age of just 25.

This dramatic shift represents more than just a statistical anomaly—it signals a fundamental change in how younger workers experience and process workplace stress. Research indicates that 70% of Gen Z and Millennial employees reported experiencing symptoms of burnout within the last year.

Several factors contribute to this early-onset burnout among younger workers:

• Financial Pressure: “For students and young people who are going to college and leaving college with loans of 200, 300 thousand dollars, it’s unbelievable,” notes Deepak Sarma of Case Western Reserve University. The crushing weight of student debt creates immediate pressure to excel and earn, leaving little room for the career exploration that previous generations enjoyed.
  
  For new graduates struggling with these pressures, our guide on essential strategies for new graduate job searches can help navigate the early career landscape more effectively.

• Social Media Impact: Social media is identified as a significant factor, with one psychiatrist noting it “increases our feelings of anxiety and depression at times. It has an addictive component to it for things like generating likes and the dopamine release that drives you to have more engagement.”

• Changed Expectations: “Younger millennials and Gen Z were raised with a lot of pressure to be high achievers, but are starting their careers in a chaotic landscape where they have little autonomy and freedom to find a meaningful, well-paid job.”

The statistics bear out these qualitative observations. 84% of millennials report experiencing burnout, highlighting a generational challenge. Even more concerning, 51% of Gen Z and millennial participants reported feeling highly stressed, compared to 37% of Generation X and older respondents.

Interview Guys Take: The generational burnout gap isn’t just about “kids these days”—it reflects real structural changes in the economy and workplace. When entry-level jobs require years of experience and pay hasn’t kept pace with the cost of living, young workers are set up for burnout from day one. Smart employers need to recognize this reality and adjust their expectations and support systems accordingly.

Gender Disparities in Workplace Burnout

The burnout epidemic affects men and women differently, with women consistently reporting higher rates of burnout across multiple studies. 42% of women in Corporate America have felt burned out in the last few months, compared to 35% of men. This gender gap in burnout has not only persisted but widened over time.

Women have reported higher levels of burnout than men for years, a gap that has more than doubled since 2019, according to Gallup reports. The pandemic appears to have exacerbated these differences, with the burnout gap between women and men almost doubling since last year’s report.

Several factors contribute to this disparity:

• The “Third Shift”: Women disproportionately shoulder responsibilities both at work and at home. Women are stepping up as leaders who care for employees and their well-being—in the ways they disproportionately hold responsibility for DEI (diversity, equity, and inclusion)—yet only 25% of companies reward that in their performance reviews.

• Lack of Recognition: Despite taking on additional emotional labor and organizational citizenship behaviors, women’s contributions often go unrecognized and unrewarded in formal evaluation systems.

• Career Impact Concerns: One in three women surveyed say they have considered downshifting or leaving the workforce altogether, compared to one in four the previous year, indicating an acceleration of the problem.

The intersection of gender with other identities compounds these challenges. More than 60% of Black women have experienced racial trauma in the workplace in the past year, adding another layer of stress to their work experience.

Industry Deep Dive: Where Burnout Hits Hardest

While burnout affects workers across all sectors, certain industries show particularly alarming rates. Our research reveals distinct patterns in burnout prevalence across different fields.

Healthcare: The Epicenter of Exhaustion

Healthcare workers face the highest burnout rates of any industry. According to the American Medical Association, 48.2% of physicians reported experiencing at least one symptom of burnout. For nurses, the situation is even more dire, with an April 2024 report putting the figure at 62%.

The financial impact on healthcare organizations is substantial. Without intervention, burnout costs the U.S. health care system $4.6 billion a year, largely due to physician turnover and work-hour reductions. For every physician who leaves due to burnout, the related cost to the organization is $500,000 to $1 million or more depending on the specialty.

Technology: The Pressure Cooker

The tech industry, despite its reputation for progressive workplaces and generous perks, shows burnout rates nearly as high as healthcare. Tech industries have burnout rates at 38%, with some studies showing even higher figures, with 82% of employees in the tech industry feeling close to burnout.

Several factors unique to tech contribute to these high rates:

• Constant Innovation Pressure: In an industry built on finding the next big breakthrough, employees must deliver innovation and results at speeds that exacerbate stress levels.

• Always-On Culture: “Technology never sleeps. Unfortunately, this norm in tech culture has set a precedent where every tech team member commonly sees long hours as a representation of dedication.”

• AI Anxiety: 77% of employees said AI has added to their workloads, rather than relieved their daily responsibilities.

Other High-Risk Sectors

Beyond healthcare and technology, several other industries show concerning burnout rates:

• 82% in services, tourism, and restaurants sector
• 77% in construction and real estate
• 73% of lawyers feel burned out, with 27% saying they feel burned out on a daily basis

Interview Guys Take: The industry data reveals a troubling pattern: the sectors we depend on most – healthcare, technology, and essential services – are burning out their workers at unsustainable rates. This isn’t just bad for workers; it’s a societal risk. When the people responsible for our health, our digital infrastructure, and our daily services are running on empty, we all pay the price.

The Remote Work Paradox

One of the most counterintuitive findings in our research is the higher burnout rate among remote workers. Remote workers report a 20% higher risk of burnout, challenging the assumption that working from home automatically improves work-life balance.

The reasons for this paradox are complex:

• Boundary Dissolution: “When your home is your workplace, employees tend to work longer hours, check email more frequently, and skip breaks to take calls, especially when working across multiple time zones.”

• Increased Work Hours: More than half (53%) of remote workers are now working more hours than they did when in the office.

• Isolation and Disconnection: “Home-based working can be incredibly isolating, and can decrease employee motivation.” The lack of in-person interaction with colleagues can lead to feelings of disconnection and reduced support.

• Overcompensation: Remote employees often feel pressure to prove they’re not taking advantage of flexibility, leading them to work harder and longer hours.

The pandemic accelerated the shift to remote work, but it also revealed its hidden costs. During the pandemic, 16% of workers haven’t taken any time off and 14% have taken less time off compared to before, suggesting that the flexibility of remote work hasn’t translated into better work-life balance for many.

If you’re struggling with remote work challenges, check out our remote job resume optimization guide to better position yourself for flexible opportunities that truly support work-life balance.

The True Cost of Burnout

The economic impact of workplace burnout extends far beyond individual suffering, creating a cascade of costs that affect organizations, healthcare systems, and entire economies.

Direct Economic Impact

The headline numbers are staggering:

• Burnout costs businesses $322 billion annually in lost productivity according to the World Health Organization
• U.S. businesses lose between $125 billion to $190 billion annually in healthcare costs due to workplace burnout
• In the UK, burnout costs businesses over £700 million every year due to employees calling in sick

Breaking down these costs further:

• Burned-out employees cost $3,400 out of every $10,000 in salary because they are disengaged in their work
• Employee disengagement/burnout can cost employers 0.2–2.9 times the average cost of health insurance and 3.3–17.1 times the cost of training per employee

Productivity and Performance Losses

Beyond the direct costs, burnout creates substantial productivity drains:

• Workers who feel burned out from their work are significantly less likely to go above and beyond what is expected of them at work (40% versus 56%)
• Customer satisfaction decreases by 30% when employees are burned out
• Burnout can lead to a 50% increase in safety incidents and a 37% increase in absenteeism

Turnover and Recruitment Costs

The impact on employee retention is particularly severe:

• Workers who are burned out from their work are nearly three times more likely to be actively searching for another job (45% versus 16% of those who did not report burnout)
• Employees experiencing burnout are 2.6 times more likely to seek another job
• The replacement cost for the average worker is one-half to two times the annual salary

Organizational-Level Impact

A recent study provided granular detail on costs by employee type:

• For an average nonmanagerial hourly employee: $3,999 per year
• For an average nonmanagerial salaried employee: $4,257 per year
• For an average manager: $10,824 per year
• For an average executive: $20,683 per year

At an average U.S. 1,000-person company, employee disengagement/burnout resulted in $5.04 million in costs and 801.7 quality-adjusted life years lost annually.

Interview Guys Take: These numbers should make every CFO sit up and take notice. We’re talking about burnout costing more than many companies spend on their entire benefits packages. The irony is that investing a fraction of these losses into prevention programs could save millions. It’s like watching companies refuse to spend $1 on prevention while hemorrhaging $10 on the consequences.

Root Causes and Contributing Factors

Understanding what drives burnout is essential for developing effective interventions. Our research identifies several primary factors:

Workload and Time Pressure

52% of employees cite workload as the primary cause of burnout. This finding is consistent across multiple studies, with excessive working hours cited by 58% of employees and overwhelming workloads by 35%.

The intensity of modern work has increased dramatically:

• US workers are more stressed than ever due to work-related problems, with stressors such as long hours and high demands causing close to 120,000 deaths a year
• 47% of employees in SMEs say they work 4 or more hours overtime every week, and for over half of these employees, this is unpaid work

Lack of Support and Recognition

41% report lack of managerial support as a significant factor in their burnout. This lack of support manifests in multiple ways:

• The top driver of burnout cited in the survey is lack of support or recognition from leadership
• 25% of employees experience burnout due to insufficient recognition
• Nearly half of U.S. workers left a job because they felt underappreciated
  
  This is why knowing how to ask for a raise and advocate for your contributions is more critical than ever in preventing burnout.

Unclear Expectations and Role Ambiguity

38% blame unclear job expectations for burnout. Only 60% of employees know what’s expected of them at work, creating confusion, low-quality work, and missed deadlines.

Technology and Constant Connectivity

The digital age has created new stressors:

• 70% of respondents have access to work communications on their phones, making them 84% more likely to work after hours
• Research links burnout to the overuse of technology. Being constantly connected compels us to feel like we always have to be ‘available’

Post-Pandemic Workplace Changes

The COVID-19 pandemic fundamentally altered workplace dynamics:

• 67% say their burnout worsened during the pandemic
• Political instability distracts 61% of employees, worsening stress and disengagement

Insufficient Resources and Poor Processes

Operational inefficiencies contribute significantly to burnout:

• Difficulty balancing work and personal life affects 34% of workers
• 38% say inefficient processes and systems have contributed to burnout
• 49% say their organization is inadequately staffed

The Physical and Mental Health Impact

Burnout doesn’t just affect job performance—it has serious implications for physical and mental health. The World Health Organization’s recognition of burnout as an occupational phenomenon underscores its significance as a health issue.

Mental Health Consequences

The mental health impact of burnout is severe and well-documented:

• 19% of U.S. workers rate their mental health as fair or poor, and these workers report about four times more unplanned absences due to poor mental health
• More than half (52%) of people who work in tech experience depression or anxiety
• 91% of respondents say having an unmanageable amount of stress or frustration negatively impacts the quality of their work

Physical Health Effects

Chronic burnout manifests in numerous physical symptoms:

• Physical symptoms include aches and pains, palpitations, gastrointestinal problems, vertigo or increased sensitivity to sound
• Research on dentists and physicians suggests that burnout is linked to cardiovascular risk
• Insomnia can be one of burnout’s serious and debilitating side-effects

Long-term Health Implications

The chronic nature of burnout leads to lasting health problems:

• Research has linked burnout to many health problems, including hypertension, sleep disturbances, depression, and substance abuse
• Chronic stress has been linked to multiple health issues, like cardiovascular disease, depression, anxiety, and other stress-related conditions

Impact on Personal Relationships

The effects of burnout extend beyond the workplace:

• 83% of respondents say burnout from work can negatively impact their personal relationships
• 22% of employees have less than 30 minutes for lunch, 19% cancelled time with their loved ones, and 19% have missed major family events

Interview Guys Take: The health data should serve as a wake-up call for anyone who thinks burnout is just about being tired at work. We’re talking about a condition that literally shortens lives and destroys quality of life. When work stress leads to 120,000 deaths annually, we need to stop treating burnout as a personal weakness and start treating it as the public health crisis it is.

Prevention and Intervention Strategies

Despite the grim statistics, research shows that burnout is preventable and treatable when organizations implement evidence-based strategies.

Proven Prevention Strategies

Research identifies several effective approaches to reducing burnout:

• Flexible Work Arrangements: Flexible work arrangements reduce burnout risk by 25%. This includes not just remote work options but also flexible hours and autonomy over how work gets done.

• Recognition and Feedback Programs: Regular feedback and recognition increase employee satisfaction by 22%. 65% would work harder if they felt management noticed their contributions.
  
  Speaking of recognition, mastering salary negotiation strategies can help ensure your value is properly acknowledged and compensated.

• Wellness Programs: Wellness programs lower burnout rates by 20%. These programs should go beyond gym memberships to include mental health support, stress management training, and work-life balance initiatives.

• Clear Communication: Clear job expectations improve engagement by 30%. Organizations that clearly define roles, responsibilities, and success metrics see significant reductions in burnout.

• Workload Management: Workload redistribution reduces stress by 18%. This involves not just reducing overall workload but ensuring fair distribution across teams.

The Role of Leadership

Leadership plays a crucial role in burnout prevention:

• When employees feel included at work, burnout is halved
• Nearly half of young workers aged 18-29 (47%) report that their job has negatively affected their mental health, highlighting the need for targeted support

Technology Solutions

While technology can contribute to burnout, it can also be part of the solution:

• 93% of respondents report that technology has a positive or slightly positive impact on their day-to-day roles when implemented thoughtfully
• Digital detox policies reduce burnout risk by 12%

Cultural Interventions

Creating a supportive culture is essential:

• Workers who feel a strong sense of belonging at their organization were 2.5 times less likely to feel burned out from their work
• Employees who feel they can be their authentic selves at work are 2.5 times less likely to feel emotionally drained

Return on Investment

The business case for burnout prevention is compelling:

• Companies that have implemented the full array of debiasing practices tend to make the greatest strides in advancing women and reducing burnout
• Companies that address burnout see improvements in job satisfaction, employee retention and even succession planning

Moving Forward: A Call to Action

The 2025 workplace burnout crisis demands immediate, coordinated action from all stakeholders. The data is clear: we’re facing an epidemic that’s destroying lives, families, and businesses at an unprecedented scale.

For employers, the message is straightforward: burnout prevention isn’t a nice-to-have—it’s a business imperative. The companies that act now to address this crisis will emerge stronger, while those that ignore it will continue bleeding talent and money.

For workers, especially younger professionals, understanding these patterns can help you make informed decisions about your career and advocate for the support you need.

Whether you’re dealing with burnout in your current role or looking to make a change, our comprehensive job search tips can help you find opportunities that prioritize employee well-being and sustainable work practices.

The burnout epidemic of 2025 is a wake-up call. The question isn’t whether we can afford to address it—it’s whether we can afford not to.

Conclusion

The workplace burnout crisis of 2025 represents a critical inflection point for the modern economy. With 82% of workers at risk, burnout has evolved from an individual problem to a systemic crisis threatening organizational sustainability and economic growth.

The data presents both a warning and an opportunity. The warning is clear: continuing on the current path will lead to unprecedented levels of workforce attrition, productivity loss, and human suffering. The opportunity lies in the proven effectiveness of prevention strategies—organizations that act now can gain competitive advantages in talent acquisition and retention while saving millions in avoidable costs.

The generational and gender disparities in burnout rates demand particular attention. When young workers burn out before age 30 and women leave the workforce at increasing rates, we risk losing the diverse talent necessary for innovation and growth. These aren’t just statistics—they represent lost potential, unfulfilled careers, and damaged lives.

As we move forward, the choice is stark: organizations can continue treating burnout as an individual failing, watching their best talent burn out and leave, or they can recognize it as the organizational and societal challenge it truly is. The research is clear, the solutions are proven, and the economic case is compelling.

The question that remains is not whether we can solve the burnout crisis, but whether we have the collective will to do so. The data suggests that 2025 may be the year that determines whether workplace burnout becomes an accepted norm or a problem we chose to solve. For the sake of workers, organizations, and society as a whole, let’s choose wisely.

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Methodology

This research report synthesizes data from multiple sources collected between 2024 and early 2025, including:

• Large-scale surveys from McKinsey & Company, Deloitte, Gallup, and SHRM
• Industry-specific studies from healthcare and technology sectors
• Government data from the Bureau of Labor Statistics and international health organizations
• Academic research from peer-reviewed journals
• Corporate wellness reports and HR analytics

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