This is according to experts at an exclusive mental health centre in London.

Unlike traditional burnout, which stems from overwork and not enough rest, misalignment burnout is defined by feeling a disconnect between a person’s values and the values of their employer. This is particularly true of Millennials and Gen Z-ers, who value purpose-driven careers, unlike their parents and grandparents, who valued a regular salary, job security and career progression more. However, workers in other generations also are experiencing the mismatch of values as their own values evolve, the centre acknowledged.

“Misalignment burnout is a growing phenomenon that’s reshaping the workplace. It is not just a trend – it’s a real mental health issue that manifests through emotional, physical, and psychological symptoms. Employees experiencing it often report feelings of apathy, anxiety, fatigue, and purposelessness,” says Janine McNab, COO of mental health treatment centre Harbor.

Harbor has seen a shift in the types of burnout clients they treat, especially as Millennials start moving into senior, high-pressure roles, with more responsibilities and demands on their time. This matters for employers because misalignment burnout can lead to reduced morale, stress-related health issues and increased staff turnover. Today’s employees are no longer prepared to put up with a lack of work/life balance, lack of job satisfaction and a sense of disconnect in return for a high salary and job security.

Unlike in previous eras, today’s workforces think nothing of changing jobs every few years and do not expect to work for only one or two companies until retirement. If they feel stressed, unappreciated and unmotivated they are happy to move on, especially if they prioritise purposeful work and personal alignment with their employers’ values.

Today’s workforce wants to work for companies that share their values. When employees feel this disconnect, it not only affects their mental health but also affects their productivity and commitment and can have a knock-on effect on the overall team or company morale, continues McNab.

“Organisations can no longer afford to have values that are only outlined in their mission statement but not reflected in the reality of the workplace culture. Employees want to see these values in action. They’re looking for employers who ‘walk the talk’, that create a culture where purpose and authenticity are more than just buzzwords.”

This lack of alignment can lead to employee-retention problems, increased absenteeism due to stress, a demoralised workforce and increased depression and anxiety among staff – a costly scenario for businesses aiming to stay competitive, especially when staff turnover, recruitment and onboarding staff is expensive can be disruptive to staff morale.

McNab suggests a different approach to treating this type of burnout from the more traditional type of burnout treatment.

“At Harbor we are seeing… clients suffering from this more existential type of burnout and our treatment requires a deep, holistic approach that includes rest, self-reflection, coaching and other therapeutic modalities, which at the beginning of treatment may include psychological support to help with symptoms of anxiety and depression and physical health issues like insomnia. At worst clients with misalignment burnout can present with drug, alcohol and other addictive issues.”

As more companies strive to build resilient and inclusive cultures, the conversation around misalignment burnout will only grow.

“Misalignment burnout isn’t just a personal issue – it’s a systemic one. Treating it requires both individual and organisational change. Companies need to ensure that their values are actively lived in the workplace rather than paying ‘lip service’; this keeps employees happy and engaged and helps create organisations that can thrive.”

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