Burnout has become one of the most significant challenges facing UK workplaces today. According to Mental Health UK’s Burnout Report 2026, an overwhelming 91% of adults experienced high or extreme levels of pressure or stress in the past year. For employers, this isn’t just a wellbeing issue, it’s a business one. High stress affects performance, retention, productivity and, crucially, the long‑term health of the workforce.
Understanding the Scale of Burnout
Mental Health UK describes burnout as a syndrome caused by chronic workplace stress, recognised by the World Health Organization as an occupational phenomenon rather than a medical diagnosis. Their latest findings reveal that burnout is affecting employees across roles, ages and industries.
While stress is part of any working life, burnout is different. It’s characterised by:
- Exhaustion, both physical and emotional
- Detachment or cynicism towards work
- Reduced professional effectiveness
These are not short‑term dips in morale. They are signs that an employee’s resilience has been stretched too far for too long.
Worryingly, burnout continues to be widespread despite increased employer awareness, with many employees still feeling that support is inconsistent or insufficient. Mental Health UK notes a “gap between intention and impact”, where organisations talk openly about mental health yet struggle to embed meaningful support into working life.
Younger Workers Are Under the Greatest Strain
The report highlights a particularly stark trend: younger employees are experiencing the highest levels of pressure.
Among workers aged 18–24:
- 93% reported high or extreme stress in the past year
- 39% took time off due to poor mental health — more than any other age group
- Many cite workload, fear of redundancy and the cost‑of‑living crisis as major stressors
For early‑career employees, workplace stress is often intensified by additional pressures, limited experience, uncertainty about job security, and the challenge of finding their feet in hybrid or remote environments. Many feel they must always appear switched on to prove themselves.
What’s Driving Burnout in UK Workplaces?
While everyone experiences stress differently, the data shows clear trends in what is pushing employees towards burnout.
High Workloads and Unpaid Overtime
A high or increased workload remains the number one driver of stress for UK workers. 42% identified this as a key factor, alongside regularly working unpaid overtime (33%).
Fear of Redundancy and Job Security
Concerns around job security were particularly high among younger workers, with 43% of 18 to 24 year olds saying it contributed to their stress levels.
Taking On Additional Work
Over half of young workers (51%) have taken on additional hours or work outside their main role to manage the rising cost of living, compounding workplace fatigue
Isolation and Limited Support
Around 35% of employees said feeling isolated contributed to stress, with younger employees again most affected.
Burnout Is Leading to Absence
One of the most concerning findings is that one in five workers took time off work in the last year due to poor mental health caused by pressure or stress. Among 18–24‑year‑olds, this rises to nearly two in five.
But the challenge does not end there. Once employees return to work, many receive little to no structured support:
- 27% received no support at all when returning
- Only 17% had a formal return‑to‑work or burnout recovery plan
- Just 11% received regular wellbeing check‑ins from their manager
Without proper processes in place, returning employees often find themselves facing the same pressures that caused burnout in the first place. This dramatically increases the risk of relapse and, for businesses, the risk of losing experienced and skilled workers.
Why This Matters for Employers
Burnout is not simply a personal struggle. It erodes performance, accelerates turnover, and reduces productivity across teams. As Mental Health UK notes, it creates a “productivity doom loop”, those who stay take on extra work, increasing their own risk of burnout, while those who leave deepen workload pressures for the rest of the team.
What Employers Can Do to Prevent Burnout
The Burnout Report 2026 outlines several actions employers can take to create healthier, more resilient workplaces.
Regular Check‑ins and Open Conversations
Normalising conversations about pressure, and training managers to have them, helps spot challenges early. Younger workers particularly value regular, honest discussions around wellbeing and workload.
Manageable Workloads
Regular workload reviews, clarity of expectations and limiting unpaid overtime all significantly reduce stress levels.
Supportive Return‑to‑Work Processes
Structured, phased returns, clear adjustments and ongoing check‑ins make a meaningful difference to long‑term recovery.
Embed a Culture of Prevention
Workplaces that weave wellbeing into everyday practice, rather than relying on one-off initiatives, see greater engagement, better retention and more resilient teams.
Creating Healthier Workplaces
Burnout is preventable. It’s shaped by working conditions, workplace culture and the support employees receive, or don’t receive. Employers who act early, listen openly and respond consistently create teams that are not only healthier, but more engaged and more effective.
At a time when UK employees are feeling unprecedented levels of pressure, taking burnout seriously is not just the right thing to do, it’s the practical foundation of a productive and sustainable workforce.
If you need any advice about how you can support your employees, please email tcms@thomas-carroll.co.uk and our team will be happy to help.
