Deloitte Global's 2026 Gen Z and Millennial Survey offers insights from over 22,500 respondents across 44 countries regarding mental health and well-being in the workplace. The findings show signs of improvement, with increased ratings of mental health, while also highlighting ongoing issues such as stress, burnout, and financial concerns.

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In 2026, 63% of Gen Zs and 66% of millennials reported their overall mental health as good or extremely good, a rise from 52% and 58% in 2025. However, nearly half of the respondents still indicate feelings of burnout, with 47% of Gen Zs and 45% of millennials expressing this sentiment.

Stress continues to impact a large portion of the workforce; approximately 90% of all respondents experience stress or anxiety at least occasionally. Although fewer respondents reported feeling anxious or stressed most of the time compared to 2025, 34% of Gen Zs and 30% of millennials still contend with these feelings regularly. Financial worries remain a significant source of stress, including concerns about long-term financial futures, family health, and daily finances.

Work factors contribute to stress for many employees, with around 30% of stressed respondents citing work as a major factor. Leading job-related stressors include long hours and a lack of recognition, with Gen Zs struggling with time management and millennials feeling decisions at work are not equitable.

Despite some positive developments, there remains a gap between employees' needs and actions taken. While 71% of Gen Zs and 63% of millennials indicated they needed time off due to stress, only 41% and 35%, respectively, actually took that time. Stigma persists, as 21% of Gen Zs and 17% of millennials provided alternative reasons for their absence.

Digital fatigue is another prevalent issue, with 58% of Gen Z respondents and 54% of millennials often experiencing it.

The survey also highlights several recommendations for business leaders to enhance mental well-being in the workplace. Leaders should work to integrate well-being into work design by setting realistic workloads and clarifying priorities. It is crucial to equip managers to recognize signs of employee overload and promote open discussions about stress. Establishing psychological safety within teams and taking measures to address burnout factors and digital fatigue can also help create a healthier work environment.