“There’s a lot of pressure on young professionals to prove themselves”

Stress isn't always a negative thing – provoking us to revise before an upcoming exam, meet deadlines, and keeping us safe in the face of real danger.

The Stress Management Society explains that the problem comes when stress appears in “inappropriate situations,” highlighting that if we are kept in a state of stress for long periods, it can be detrimental to health.

In some cases of long-term stress, a state of physical, mental, and emotional exhaustion can occur, known as burnout.

A report by Mental Health UK into the stress levels of the UK made for “worrying reading of the nation’s continuing risk of burnout,” according to Brian Dow, chief executive of the organisation.

A survey of 4418 UK adults conducted by YouGov formed the basis of Mental Health UK’s second annual report into burnout and found that 91% of respondents reported experiencing high pressure or stress at some point in the past year.

The findings suggested that it is young people who are most at risk of high stress in the workplace currently, with a 4% rise in the likelihood of younger generations (those aged 18-24, 25-34, and 35-44) reporting that they had needed to take time off due to poor mental health.

The number of workers aged 18-24 who felt comfortable opening up to a manager about pressure and stress also dropped “sharply” from 75% to 56%, the report found.

OT asked Charlotte Maxwell-Davies, head of workplace mental health and training at Mental Health UK, to unpack the patterns of stress seen in younger workers and what can be done to improve wellbeing at work.

Unmanaged stress

“Stress is too often seen as just ‘part of the job,’” especially in high-pressure environments like healthcare,” Maxwell-Davies said.

Occasional stress can be motivating, but persistent stress can take a toll on wellbeing and performance.

Maxwell-Davies said: “In roles like optometry, where professionals have to make critical decisions and are responsible for the care of others, unmanaged stress can affect both staff and patients.”

Navigating change

The General Optical Council’s Registrant Workforce and Perceptions Survey 2024 asked optometrists who had joined the register in the past two years to specify the biggest challenge they faced at work since becoming newly qualified. Most responses referred to the challenges of workload and time management.

While the majority of all respondents to the GOC survey reported never taking a leave of absence due to stress (77%), analysis by registration type highlighted that a larger proportion of student optometrists indicated that they had taken a leave of absence due to stress in the past 12 months (18%) when compared with all other registration types.

The pattern is echoed in the findings of the Burnout Report 2025, in which young people were more likely to report stress due to issues such as high workloads and working overtime beyond contracted hours. It was also found that 18-24-year-olds were most likely to be absent due to poor mental health caused by stress.

Looking at the patterns, Maxwell-Davies suggested: “Part of it may be a generational shift, with young people feeling more comfortable taking time off for mental health reasons.”

“But it’s also worth noting that the transition from education to full-time work, especially in high-responsibility sectors like healthcare, is a huge adjustment. Often, there’s little structured support to help navigate that change,” she continued.

Mental Health UK found that 18-24-year-olds were the most likely group to say that reasonable adjustments, staff training on mental health, stress prevention plans and access to professional mental health support helped to relieve their stress.

Tackling the taboo of stress

The Burnout Report found that the number of younger workers who feel comfortable opening up to a line manager about stress dropped from 75% to 56% this year.

Asked about potential reasons behind this decrease, Maxwell-Davies said: “Unfortunately, stress is still a taboo subject in many workplaces. Younger professionals, especially those aged 18-24, can feel particularly nervous about speaking up, worried about being judged or seen as unable to cope. In traditional or hierarchical settings like healthcare, this fear can be even more pronounced.”

“We need to create environments where people feel safe talking about their challenges. Staying silent won’t make stress disappear; acknowledging it is the first step to taking action,” she said.

Staying silent won’t make stress disappear; acknowledging it is the first step to taking action

The problem with being ‘always-on’

Finding a work-life balance could be a challenge for younger generations, the Burnout Report indicated, with only one-third of respondents aged 18-24 agreeing with the statement that they could switch off from work when they needed to, compared with 46% of those over 55.

Maxwell-Davies said: “One explanation is our ‘always-on’ culture, which has steadily become normalised over the years, accelerated by changing work patterns during the pandemic. The boundaries between work and personal life have blurred, especially with smartphones and constant digital communication. Work can now follow us home, into the evenings, and even into the weekends.”

“There’s also a lot of pressure on young professionals to prove themselves. Even when the workday ends, it’s hard to switch off mentally. You might find yourself overthinking whether you performed well enough that day or stressing about tomorrow’s tasks,” she added.

Creating a supportive work environment for all

The Burnout Report noted that the generational divide in experiences of stress has widened, with younger workers disproportionately affected.

In his comments on the Burnout Report, Dow said: “As the gap between generations widens, there’s a need to rebuild bridges and open up conversations on changing attitudes and expectations around work.”

Maxwell-Davies told OT that “younger workers often have a different relationship with work than older generations,” with many seeking balance, purpose, and wellbeing, meanwhile, she suggested: “Older generations might be more used to keeping quiet about stress, or ‘just getting on with it,’ so there can be a bit of a disconnect.”

“But when you open up conversations and listen to diverse perspectives, you start to build those bridges,” she said.

“It’s not about one group having it right or wrong,” Maxwell-Davies emphasised, adding: “It’s about recognising that we all experience work differently, and creating a space where everyone feels respected and supported, whatever stage of life or career they’re in.”

Read more on wellbeing at work in OT’s cover story from the I ❤️ Me edition

Wellbeing at work

From heavy workloads to discrimination, OT explores the factors that are affecting mental health among UK optometrists

Employers: Start small

When employers take the time to listen and show understanding, it helps to build trust.

Businesses don’t need a big HR team to make an impact in staff wellbeing, with Maxwell-Davies suggesting: “One of the most powerful things leaders can do is simply make time to check in, and not just about tasks and targets, but also how people feel about the work they do and whether workloads are manageable.”

“Being honest about your own challenges can go a long way, giving staff the permission to open up about the challenges they are facing,” she added.

Modelling positive behaviour such as regularly taking annual leave and practising a good work-life balance can encourage staff to do the same.

Maxwell-Davies outlined: “Creating a culture of trust and openness starts with the small stuff. Regular conversations, active listening, and letting your team know their wellbeing matters as much as their output.”