Workplace burnout among U.S. employees has escalated to a six-year high, according a new report. At the same time, employee expectations about how an organization can reduce their stress are evolving, with a renewed focus on the four-day workweek.

The 15th annual WorkForces Report found that 72% of U.S. employees say they face “moderate to very high stress at work.” Gen Z has surpassed millennials as the most burned-out generation, with 74% experiencing at least moderate levels of burnout, compared to 66% of millennials in 2025.

Among the potential stress-relief efforts, employees report spiking interest in a four-day workweek. Forty percent of employees say shortening the workweek would be an effective way to address burnout, up from 28% last year.

What’s driving interest in a 4-day workweek?

According to Matthew Owenby, chief strategy officer and head of HR at Aflac, employees’ growing interest in a four-day workweek represents a larger trend uncovered in the report.

“Employees want to feel assurance that their employers care about their overall wellbeing,” he says, “While a four-day workweek is not feasible for every company, fortunately, there are many other ways leaders can demonstrate that they value employees and respect their obligations outside of work.”

For example, Owenby says, employees say an effective way to address burnout is through increased time off. But, he adds, it’s not just about quantity; quality matters, as well.

“More than half of all employees say that respect for time off is the most critical contributor to work/life balance,” he says. “Leaders must encourage employees to take their paid time off and fully disconnect when they are away from work.”

Perhaps even more importantly, Owenby explains, leaders must model that behavior. For example, when leaders send after-hours emails or engage with work while on vacation, they are communicating that employees, too, are expected to always be available.

Focus on flexibility

While employees are craving more time off, work location flexibility is also highly valued. Hybrid employees report the highest overall satisfaction with their working arrangements and express greater satisfaction with key aspects of their jobs, including relationships with colleagues and opportunities for collaboration.

Yet, just like not all organizations can accommodate a four-day workweek but can still prioritize time off, even companies that require employees to be fully on site can offer some measure of flexibility. For instance, he says, allowing employees to choose their working hours based on childcare or other personal obligations can go a long way toward making employees feel respected and valued.

High stakes for employee wellbeing

Unfortunately, Owenby adds, this year’s survey demonstrated signals of a backslide in employee confidence that their organizations support them.

For example, only 48% of employees say they believe their employers care about their mental health, down from 54% in 2024. The survey also found that employers overestimate the flexibility they provide, especially around those critical areas such as working hours and remote work.

“Employees have made it clear that policies that promote work/life balance significantly increase their workplace satisfaction,” Owenby says. With employee burnout at a multi-year high, he says, the stakes have never been higher.

“While there is no universal set of policies that will work for every organization,” Owenby notes, “leaders must take a hard look at where they can provide flexibility. The engagement, retention and overall wellbeing of their workforce is at stake.”