How to recognise the signs of burnout across generations

HR teams can address burnout early before it becomes entrenched if companies foster a culture of listening to, respecting and valuing their employees. That way sources of strain and solutions to reduce conflict can be addressed earlier.

Burnout has become one of the most pressing issues in the workplace, with 91% of adults experiencing high or extreme pressure in the past year according to research from Mental Health UK. The same report reveals that one in five people have taken time off due to a stress-related mental health challenge. This is not only damaging for employees, but has an impact on businesses through work absences and lost productivity.

For HR teams, the challenge is that burnout often begins before it becomes visible. Even when signs do emerge, they can be difficult to recognise, appearing as subtle shifts in behaviour - particularly when employees do not openly articulate what they are experiencing.

This can also look different across generations. For example, O.C. Tanner’s State of Generations at Work 2026 found that only 28% of Baby Boomer employees report early warning signs of burnout, compared with 42% of Gen Z. These findings suggest that employees may recognise and report the signs of burnout differently across generations.

Understanding these differences can help HR teams identify burnout earlier and intervene before it becomes more serious.

Recognise early warning signs

Burnout is not simply the result of too much work and too little time to recover. Focus-group discussions conducted as part of the State of Generations Report found that it often extends beyond fatigue, with many employees experiencing a strain when they feel unable to be their authentic selves, which then leads to a growing disconnect from their organisation.

For example, a new employee may join an organisation because of its values, its inclusion policies or because it’s innovative. They arrive excited, enthusiastic and eager to contribute. Over time, however, they begin to learn unspoken rules: speaking up is risky, values are applied inconsistently, and decisions are shaped more by politics than principles.

To succeed, they start adjusting their tone and personality to fit in. They stop asking questions and remain silent when something feels wrong. Gradually, they feel less able to be themselves at work. They experience a moral conflict between doing what is required and doing what they believe is right. Cynicism becomes a coping mechanism, eventually draining their motivation and energy.

Tackling burnout

Not having the chance to speak openly and honestly is a barrier and as such, it’s vital that teams build regular check-ins that provide employees with a safe space to speak honestly and challenge decisions without negative consequences. This is especially important when you consider that poor communication and collaboration is six times more likely to lead to burnout, according to the research.

Creating better, more effective collaboration, or synergy, between generations plays an important role in preventing burnout. When colleagues of different ages work well together and act cohesively, employees are more likely to experience a strong sense of identity, authenticity and integrity – all of which protect against the early warning signs of burnout.

In a workplace with strong generational synergy, employees feel able to be themselves, speak honestly and work through disagreements constructively. Crucially, they feel recognised for the contribution they make. O.C Tanner research found that, when generational synergy is present, employees are 53% less likely to show those early warning signs of burnout.

Meaningful recognition as daily culture

Recognition is also crucial in helping employees feel seen, not only for what they achieve, but for who they are and the value they bring to the organisation.

O.C. Tanner research found that, when recognition is embedded in an organisation’s culture and forms part of employees’ everyday work experience, employees are nine times more likely to report strong wellbeing. In addition to this, 32% say that they are less likely to feel disconnected from the person they want to be at work and 43% are less likely to experience the early warning signs of burnout.

For recognition to have this effect, it must consider the different values and priorities employees have, and this does differ across generations. For example, we know that Baby Boomers place a high degree of importance on loyalty. This doesn’t mean there is a need to create entirely different recognition experiences for each generation, rather, it’s sensible to design a holistic strategy that works for all generations.

By listening to employees’ experiences and fostering a culture in which people of all ages feel heard, respected and valued, organisations can identify sources of strain, reduce conflict and provide more meaningful support. Combined with genuine appreciation, this allows HR teams to address burnout early before it becomes entrenched.