Burnout among Gen Z frontline employees is reaching critical levels, with 83% of workers aged 18 to 27 reporting they feel burned out at work, according to a new report from UKG.
The global study, conducted in partnership with research firm Workplace Intelligence, gathered insights from nearly 13,000 frontline employees across 11 countries, uncovering widespread dissatisfaction that could contribute to higher turnover if unaddressed.
The survey revealed that over one-third (36%) of Gen Z workers would consider quitting due to burnout and concerns for their mental well-being. Notably, Gen Z employees are more likely than their older counterparts to report that workplace interactions negatively impact their mental health, with 72% of Gen Z respondents reporting worsened mental health from on-the-job interactions, compared to 62% of frontline workers overall.
“The frontline workforce feels overworked, underappreciated, and is tempted to quit for a better employee experience,” said Dan Schawbel, managing partner at Workplace Intelligence, adding that organizations should improve work conditions for Gen Z and other generations to retain talent.
The desire for flexibility emerged as a significant trend in the study, with both work-life balance and flexible schedules being top considerations for Gen Z when choosing an employer. Although pay remains the primary factor in employment decisions, 58% of Gen Z respondents expressed a preference for additional vacation time over a pay raise, and nearly 30% would forgo a promotion in exchange for extra paid time off.
This craving for flexibility is not exclusive to Gen Z. The survey found that flexibility is the second-most important factor for frontline employees overall, following pay. However, a little over half of organizations (54%) offer flexible hours or self-scheduling, and fewer allow shift trading (41%), compressed workweeks (27%), or job-sharing options (18%). Roughly 14% of frontline leaders reported that their organizations lack any form of flexible scheduling.
“Contrary to popular opinion, our study finds that the frontline wants to work—they just want more choice into when and how much,” said Teresa Smith, UKG’s director of human insights and HCM strategic advisory. Smith pointed to the survey’s findings on overtime, noting that 84% of frontline workers are satisfied with their overtime hours, with some expressing a preference for more, provided there is flexibility.
The study also highlighted underlying cultural divides in workplaces with both corporate and frontline employees. Almost half (49%) of frontline respondents reported experiencing a divide between corporate and frontline workplace cultures, while about one in five (19%) said they never receive recognition from managers. These cultural challenges have further implications for retention, with 71% of Gen Z workers indicating they might quit due to negative interactions with colleagues or management.
In an era of high turnover, UKG’s research uncovered that 20% of frontline employees have been with their employer for more than a decade. The survey suggests that while burnout is a serious issue, certain workplaces have managed to foster loyalty among frontline employees, with 81% of respondents reporting psychological safety at work and 67% saying they feel respected.
Schawbel noted that the study offers a roadmap for employers aiming to improve the frontline work experience, especially for younger employees. “There’s still critical work to do to get Gen Z more excited about frontline careers,” he said.
The survey, UKG’s largest to date, suggests that greater flexibility and supportive management practices could play key roles in creating a more positive and enduring workplace environment for frontline employees across all generations.