In a time of economic uncertainty, global disruption, and evolving workspaces, Gen Z are entering the workforce with a new set of expectations, and a clear message for employers: mental health, meaningful work, and respectful leadership are non-negotiable. 

Global research from Workplace Options (WPO) and its Center for Organizational Effectiveness reveals the top workplace stressors driving disengagement among younger employees in 18 countries. The data point to a generational reset in how work is viewed and spotlight a leadership challenge that spans industries and countries. 

“Gen Z is often mislabeled as disengaged or lazy, but in reality, they are trailblazers who are rediscovering what a healthy relationship with work looks like,” said Alan King, CEO of Workplace Options. “This generational shift reflects a deeper awareness of mental health, and it’s an opportunity for leaders to create inclusive, supportive, and psychologically safe spaces that align with these values. When younger employees thrive, organizations become stronger and more resilient for the future.” 

Global Themes 

1. Balance before burnout: Work-life balance dominates across multiple countries. For Gen Z and Millennials, balance is not a bonus, it’s the bedrock of sustained performance. 
2. Performance pressure: Job performance anxiety runs rampant, revealing that ambition and apprehension often arrive as an uninvited pair. 
3. Relationships as retention currency: Conflicts with managers or colleagues appear more frequently for younger workers, proving that leadership style shapes loyalty. 
4. Purpose, progress, and personal growth: Calls for professional development, role clarity, and autonomy are louder for younger talent, reminding us they’re not just here for the job… they’re here for the journey. 
5. Regional red flags: Some stressors spike in specific countries: workplace bullying in Singapore, workplace trauma in the UK and US, physical working conditions in Japan — demanding solutions as specific as the stressors themselves. 

Country Snapshots: Alignment vs. Differentiation 

• Australia: Balance and performance align with national trends; peer conflict appears more pronounced for younger talent. 

• Belgium: Workload is a shared strain, but recognition gaps and colleague conflict weigh more on younger workers. 

• Canada: Balance is universal, but manager conflict cuts deeper for younger generations. 

• China: Manager conflict and mission alignment matter more to younger talent than to older employees. 

• Costa Rica: Performance stress is common, but younger workers place equal emphasis on balance and workload. 

• France: Professional progress is a generational priority; older employees focus more on workload. 

• Germany: Mostly aligned, with role clarity climbing higher for younger talent. 

• India: Development and decision-making autonomy are key differentiators; older workers lean toward pay and workload concerns. 

• Indonesia: Workload weighs heavily for all, but balance breaks into the top tier for younger workers. 

• Ireland – Balance aligns, but unclear objectives surface more for younger generation. 

• Japan: Physical working conditions loom larger for younger talent than for older employees. 

• Mexico: Performance is shared; autonomy gaps are generational. 

• Portugal: Broadly aligned, though conflicting tasks frustrate younger workers more. 

• Singapore: Bullying and harassment are generational flashpoints; older groups focus on workload and security. 

• Spain: Unclear objectives weigh heavier on younger talent. 

• UAE: Values and ethics rank higher for younger workers; older peers cite workload and security. 

• United Kingdom: Balance is shared, but workplace trauma is disproportionately high for younger employees. 

• United States: Balance aligns; trauma stands out; these are signs that show rising mental health awareness among younger workers. 

Leadership Imperatives 

To lead across generations and geographies, leaders must: 

1. Listen locally, act ambitiously – The patterns are global, but the triggers are local. Tailor strategies country by country. 
2. Foster the relationship: Recognition and respect are both vital for keeping employees engaged and productive.  
3. Make clarity your call to action: Purpose, role expectations, and career pathways must be crystal clear. 
4. Advance wellness to whole wellbeing: physical, psychological, and emotional health are inseparable; you cannot truly have one without the others. 

Global Trends Tell a Story 

Across markets, three themes dominate: work-life balance, job performance pressure, and workplace conflict.  

Western countries such as the U.S., U.K., Canada, and Australia prioritize flexibility and balance, with workplace trauma and conflict still prominent concerns. In high-growth regions like India and parts of Europe, career development and recognition emerge as critical, while in markets such as Singapore and the UAE, bullying, harassment, and ethical climate lead the list.  

Despite these regional differences, the data reveals a universal truth: younger workers everywhere are seeking psychologically safe environments that protect mental health, foster trust, and provide clear pathways for growth. 

How Psychosocial Risks Harm Organizations  

• Early burnout: When poor work-life balance, performance anxiety, and unresolved conflict are embedded in workplace culture, young employees disengage or leave. 

• Talent retention risks: Younger workers prioritize wellbeing and will exit workplaces that do not proactively support employee mental health.  

• Leadership pipeline vulnerability: Without early intervention, organizations may face a shortage of emotionally resilient, experienced talent ready to lead. 

• Generational disconnect: Gen Z and Millennials are not asking to work less, but they are seeking meaningful work that brings a sense of belonging and connects their work to organizational goals. Misinterpreting this need as disengagement fuels tension and turnover. 

Why It Matters 

Gen Z employees are not just today’s entry and mid-level employees; they are tomorrow’s directors and executives. If their needs for mental wellbeing, career growth, and psychological safety are ignored, organizations risk losing their future leaders before they ever reach those roles. 

“Creating a culture that advances psychological safety, inclusive leadership, and employee engagement is imperative to every organization’s success,” said Oliver Brecht, Head of the Center for Organisational Effectiveness. “Leaders who understand the unique pressures facing younger employees can build resilient, high-performing teams ready to face future challenges.” 

About Workplace Options 

At Workplace Options (WPO), our philosophy is built on three core tenants: reach, relevance, and results. We are committed to delivering consistent, high-quality, and easily accessible global services — services that make a meaningful difference in employees’ lives, allowing them to more fully and effectively contribute to their organization’s success. 

To help employees and their families when they need emotional, practical, and physical wellbeing support, our services are available 24 hours per day, 7 days per week, 365 days per year, delivered from service centers located around the world. 

WPO delivers high-quality care digitally and in-person to more than 88 million people representing 113,000 organizations in more than 200 countries and territories.