Almost two-fifths of UK workers (39%) say they feel burnt out in 2025. Burnout can affect anyone, but our survey of over 2,000 UK employers shows some clear risk factors for certain demographics, including age, gender, location and occupation.
Burnout is characterised by mental, emotional and physical exhaustion as a result of persistent stress. It’s often linked to work, but contributing factors can arise from any aspect of our lives, making it an on-going challenge. Symptoms such as fatigue, low mood, anxiety and physical illness often lead to long-term issues like presenteeism and prolonged absence from work.
Understanding the risks can help us take proactive steps to manage stress, spot the early warning signs and put measures in place to help employees protect themselves from burnout.
Who’s most at risk of burnout?
Gen Z are twice as burnt out as Boomers
Those aged 18-28 are significantly more likely to say they feel burnt out compared to their older peers. Half of Gen Z feel burnt out ‘all the time’ or ‘often’, compared to just 24% of Baby Boomers (aged 61-79).
Millennials (aged 29-44) and Gen X (aged 45-60) sit somewhere in the middle, with 41% and 36% saying they feel burnt out respectively.
This suggests that younger employees should be a focus area for tackling burnout within organisations. Younger people are more likely to struggle with long hours (47%), whereas older people find their stress more often comes from outside work (40%).
Women feel more burnt out than men
Almost half (45%) of women in the workforce say they feel burnt out always or often, compared to 32% of men.
Reasons for burnout differ significantly between the sexes. Men are more likely to cite long hours as a source of their stress, whereas women face poor work-life balance and pressures outside work.
This highlights the importance of a person-based approach to managing burnout, with the employee’s individual needs at the centre. Stress can arise from in or outside the workplace, so managers should be comfortable having open conversations to help manage these stresses before they turn into full-blown burnout.
Health, education and retail are burnout hotspots
It’s not surprising that certain industries are more likely to suffer from burnout, but the difference is stark – burnout rates are almost double in the worst-affected sectors.
More than half (51%) of those in the motor trade say they often or always feel burnt out. This is closely followed by accommodation and food services (49%), education (46%) and human health and social care (44%).
It might not be surprising that these high-pressure sectors see more burnout, but the right solutions and good communication can help. Try our free webinar on how to support the wellbeing of non-desk-based workers.
Preventing burnout – traffic light guide
A strong support system is key to preventing burnout, but how can you ensure you’re reaching those who need it most?
This traffic light guide can help you choose the best approach for preventing burnout. You can find more detailed guidance on our blog: How to prevent employee burnout.
Urgent action: burnout is imminent
- Catch up with employees daily.
- Ensure people are taking regular breaks and working reasonable hours, revising their schedule if necessary.
- Encourage the use of employee assistance programmes or Mental Health First Aid support.
- Consider reducing hours or offering a mental health day, delegate outstanding work carefully to reduce team stress.
Stay alert: burnout is a threat
- Increase the frequency of 1:1s and check in regularly with those struggling.
- Evaluate goal setting to ensure targets are realistic and adjust if needed.
- Support employees to prioritise and delegate using the Eisenhower Matrix.
- Provide practical advice on dealing with pressure which employees can put to use straight away.
Build resilience: preventing burnout
- Prioritise wellbeing resources, ensuring employees have access to support wherever they work.
- Build resilience through training on topics such as stress, change and mental health.
- Lead by example to set positive expectations around work-life balance.
- Focus company culture through your wellbeing strategy.