Building healthier, stronger futures: our new Health & Wellbeing Plan for employees.
By BHSF | October 6th, 2025
Burnout is rising...
Workplace wellbeing is slipping backwards in the UK. The Great Place to Work UK Workplace Wellbeing Report 2025, based on responses from more than 300,000 employees, shows that wellbeing peaked in 2020 but has declined every year since.
The sharpest decline is concentrated in two groups: under-35s and frontline managers. Both are reporting higher stress, lower engagement, and in many cases, the early signs of burnout. For HR leaders, the message is clear — support strategies need to be tailored, not one-size-fits-all.
Burnout has become one of the most searched and discussed workplace challenges. The Great Place to Work report highlights how it is playing out in organisations today:
Typical burnout symptoms include fatigue, detachment, poor concentration, and rising absence. But these burnout signs can look different in younger employees versus managers, which makes them harder to detect without targeted attention.
Frontline managers are squeezed between leadership demands and team expectations. They are responsible for delivering results while supporting employee wellbeing, often with limited resources or autonomy. This dual pressure leaves them highly exposed to stress and disengagement.
Under-35s, meanwhile, have entered a workforce shaped by hybrid working, cost-of-living stress, and uncertainty about career progression. Many lack the workplace experience or support networks to manage this effectively. The report highlights that their wellbeing has fallen further and faster than any other age group — a warning sign for HR leaders focused on retention.
Falling employee wellbeing is more than a people issue, it carries measurable business risks. When managers and younger employees show burnout symptoms, organisations pay the price in several ways:
The CIPD’s Health and wellbeing at work report reinforces this, showing that poor employee wellbeing continues to drive absence, presenteeism, and reduced performance across UK organisations. Together, these factors create a hidden cost that can erode culture, reduce output, and damage employer reputation.
The report makes one point clear: wellbeing isn’t declining evenly. HR leaders need to act with targeted, data-driven interventions to protect at-risk groups. Practical steps include:
The decline in wellbeing isn’t spread evenly across the workforce; under-35s and frontline managers are the most at risk. For HR leaders, that’s a red flag. By acting early, recognising the signs of burnout, and tailoring support, including through benefits such as HCPs and EAPs, organisations can reduce absence, improve retention, and protect long-term performance.
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