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74% Of Employees Surveyed Admit Currently Living Paycheck To Paycheck
In a nutshell
- 73% of Gen Z and 70% of millennials are looking to change jobs, compared to only 33% of baby boomers, highlighting a significant generational divide in workplace satisfaction. Nearly 3 in 4 workers are living paycheck to paycheck
- Burnout affects 68% of Gen Z workers but only 30% of boomers, with monotonous work and stagnant pay cited as top factors contributing to workplace exhaustion.
- Most workers want better pay (58%), flexible work arrangements (48%), and policies limiting after-hours communication (43%) to improve their job satisfaction and reduce burnout
NEW YORK — The workplace landscape is changing, with younger and older employees viewing their careers very differently. New research reveals younger workers are far more likely to be heading for the exit door, exhausted and underpaid.
A survey of 2,000 employed Americans conducted by Talker Research found that 73% of Gen Z workers and 70% of millennials are actively looking to change jobs or careers. Compare that to just 51% of Gen X and 33% of baby boomers with similar plans.
Burnout Hits Young Workers Hardest
The research, commissioned by HR platform isolved, uncovered that workplace burnout affects over half (52%) of all workers, with younger generations bearing the brunt. A whopping 68% of Gen Z workers report feeling burned out, alongside 61% of millennials, while only 47% of Gen X and 30% of baby boomers experience the same.
Workers cite job monotony as their primary burnout trigger, with 33% feeling stuck in a daily grind of repetitive tasks. Many (23%) are frustrated by increased job expectations without corresponding pay raises, and an equal number feel their work goes unappreciated.
“The level of burnout employees are experiencing is deeply concerning,” said Amy Mosher, Chief People Officer at isolved. “But even small changes can go a long way in improving how people feel at work. While compensation adjustments may take time, companies can act now by offering more flexible work arrangements or setting clear boundaries around after-hours communication. These practical steps can significantly improve both employee well-being and organizational health.”
The Reality of Toxic Work Environments
Nearly one-third of employees believe they work in toxic environments where concerning patterns emerge – over half (52%) work while sick, and about one-third (31%) skip lunch breaks entirely.
The biggest threats to workplace culture? Stress among colleagues (47%), rigid work environments (40%), general negativity (32%), and widespread company burnout (31%).
This toxicity directly impacts productivity, with over a third (36%) of burned-out workers now doing only what’s explicitly required rather than going above and beyond.
Workers identified several major stressors: overwhelming workload (46%), pressure to hit targets (34%), and being expected to stay connected outside normal hours (32%). Adding to these pressures, 67% reported staff reductions at their company in the past year, with 58% worrying about their own job security.
What Workers Want (And Need)
When asked what would improve their situation, better pay topped the list (58%). To combat burnout specifically, workers want flexible work arrangements (48%) and policies prohibiting after-hours communication (43%).
The research shows a troubling disconnect in professional development too. Almost half of workers (46%) rated their employer’s support for career advancement as merely adequate, while 8% described it as poor. This translates to wavering loyalty, with just over half of Americans (51%) feeling strongly committed to their current employer.
Financial insecurity compounds these workplace stresses, with nearly three-quarters (74%) of workers living paycheck to paycheck.
“With so many employees under pressure, it’s critical for organizations to invest in technology — not to replace their workforce, but to empower them,” Mosher emphasized. “Employers need to identify and address the specific stressors impacting their people, which requires ongoing, two-way communication. Burnout looks different across roles and teams, so there’s no one-size-fits-all solution. Listening to employees is the first step to designing work environments that support both performance and well-being.”
The Bottom Line for Businesses
With more than seven in ten young workers already looking elsewhere, companies ignoring compensation issues, flexibility needs, and toxic workplace cultures face a significant talent drain, particularly among younger employees.
While comprehensive compensation adjustments may take time, businesses can take immediate steps to address workplace concerns. The message to employers is clear: act now on the warning signs, or watch your talent walk out the door.
Methodology: Talker Research surveyed 2,000 employed Americans; the survey was commissioned by isolved and administered and conducted online between March 17–21, 2025. The article also references data from a 2024 isolved survey of 1,127 full-time American workers. Quality control measures excluded speeders, inappropriate responses, bots, and duplicates. All data was analyzed at 95% confidence level. The survey was limited to internet users, which may affect generalizability.
