Burnout by generation

Burnout is a complex phenomenon that can affect anyone, regardless of age, profession or industry. Its cause through can vary across different age groups. Each generation has unique experiences, values, and expectations, which influence how burnout manifests and impacts them. Additionally, the concept of burnout is multifaceted and influenced by varying factors, including personal circumstances, work environments, societal expectations, upbringing, work culture, values, and coping mechanisms.

Baby Boomers (1946-1964)

Baby Boomers are likely to define themselves by their careers, placing a strong emphasis on hard work and dedication making them prone to working long hours and sacrificing personal time. They tend to value loyalty, staying committed to jobs even when faced with excessive work demands. The issues of job insecurity, financial stress, caring for aging parents and pressure to work past retirement age can all contribute to burnout. Burnout may manifest as physical exhaustion and a sense of disillusionment with their career path after years of dedication.

Generation X (1965-1980)

Generation Xers may be more prone to burnout if they feel their work is not aligned with their values or they perceive a lack of work-life balance. They may also face juggling multiple responsibilities, such as career advancement, family and personal obligations or the challenges of adapting to changing workplace dynamics, rapid technological advancements and constantly having to adapt and learn new skills. Burnout might manifest as cynicism, detachment, or a feeling of being stuck in their career.

Millennials (1981-1996)

Millennials prioritise work-life balance, personal development, and meaningful work but may feel overwhelmed by high expectations, job insecurity, and lack of advancement opportunities. They often have high expectations for career progression and may be susceptible to burnout if unfulfilled in their professional growth or if they feel their efforts are not aligned with their values. Burnout may manifest as emotional exhaustion, feelings of inadequacy, or a loss of passion for their work.

Generation Z (1997-2012)

Generation Z values flexibility, diversity, and social connection but constant connectivity, pressure to excel academically and professionally, and navigating rapidly changing societal norms may lead to burnout. They can also experience burnout from the demands of performance and achievement. Burnout might manifest as anxiety, difficulty concentrating, or a sense of being constantly "on".

There is no one generation that is most affected by burnout. Individual experiences vary widely within each generation so it’s important individuals are aware of the signs of burnout and to take steps to manage their stress levels and prioritise self-care, regardless of their age or generation.

Generational differences affecting productivity.

A new survey from the London School of Economics and global consulting firm Protiviti has found that friction between different generations is driving down productivity. The survey, of 1,450 employees in the finance, technology and professional services industries in the UK and USA, found that 25% of the employees surveyed self-reported low productivity, with 37% of Gen Z, 30% of Millennials, 22% of Gen X, and 14% of Baby Boomers reporting low productivity levels. Employees with managers more than twelve years their senior were nearly 1.5 times as likely to report low productivity.

Generational differences towards productivity can be seen in a variety of ways with differing attitudes towards work-life balance, career advancement and technological competence influencing individual productivity levels. Another issue that was flagged up by the survey is that there is a lack of collaboration between employees of different generations and, with some workplaces now having five different generations working together, the expectations and perspectives of each generation can make it difficult to build collaboration.

With differing work styles, strengths, and concerns, it is easy for misunderstandings, tensions, and conflict to appear. A management strategy that harnesses the distinctive skill set of each generation is therefore needed if the best results are to be achieved. This should include a commitment to a generationally diverse workforce which enables employees of every generation to have their opinions heard, advancement on merit rather than age and inclusive work practices that makes it easier for each generation to fit in.

By being aware of each employee’s framework of experience and their point of reference as well as generational work habits it’s possible to introduce management policies that foster an environment that generates business advantage. The LSE survey shows 87% of those surveyed reported higher productivity in organisations using multi-generationally inclusive work practices with Gen Z employees reporting low productivity dropping to 18% from 37% and from 30% to 13% for Millennials. And, in a tight recruitment market, there is the added benefit that employees working in multi-generationally inclusive workplaces are twice as likely to be satisfied with their jobs and are less likely to look for a new role.

With an ageing population and less young talent available to recruit it will become increasingly important for leaders to effectively manage multigenerational teams. This is particularly important with the OECD predicting that the UK, US, and the broader global economy will see a growth slowdown in 2024, putting pressure on organisations to increase productivity.

If managed correctly a multi-generational team will combine past learning with new perspectives, not only bringing greater efficiency and productivity but also the benefits that the insights and initiatives different age groups bring.