Story Highlight
– 31% of young employees consider leaving for lack of safety.
– 29% of younger workers withhold feedback from managers.
– 78% feel demotivated lacking psychological safety at work.
– Young workers face risks when speaking up at work.
– Mental health support must be consistent and equal.
Full Story
A significant proportion of younger workers in the UK feel uncomfortable in their roles, with 31% of employees aged between 18 and 24 contemplating leaving their jobs due to a lack of psychological safety. This stark finding comes from a recent survey conducted by the social enterprise Mental Health First Aid (MHFA) England, which polled 2,000 individuals across the country.
The survey reveals further insights about the experiences of younger employees in the workplace. It indicates that more than a quarter (29%) of younger workers have hesitated to provide honest feedback to their managers, a contrast to only 13% of those aged between 55 and 64 who reported similar behaviours. This hesitance is mirrored by a notable sense of demotivation among younger cohorts, with 78% expressing that a lack of psychological safety contributes significantly to their feelings of disengagement. In comparison, half of the older employees surveyed echoed this sentiment.
Rachel Cashman, the founder of leadership consultancy Fearless Facilitator, shared her thoughts on the implications of these findings. Cashman emphasised that the data does not suggest younger workers are inherently “less resilient.” Instead, she argues that many organisations fail to grasp the true essence of psychological safety. “Psychological safety is not a corporate cuddle, comfort, political correctness, reassurance or consensus,” she clarified. Instead, it is characterised by the creation of conditions in which employees feel empowered to voice their opinions, challenge the status quo, take risks, innovate, and acknowledge errors without the fear of negative repercussions.
The importance of psychological safety extends beyond individual comfort; it is foundational to fostering accountability and achieving sustained high performance aligned with team objectives. According to Cashman, it is crucial for organisations to understand that psychological safety is a significant aspect of organisational culture, not merely a supplementary trait.
Emily Hoole, a leadership solutions partner at the non-profit organisation Center for Creative Leadership, corroborates Cashman’s sentiments, noting that early-career employees endure a unique dual pressure. They must navigate uncertainty regarding their standing within their organisations while simultaneously striving to align with existing workplace culture. For many, the risk of speaking up can appear daunting, leading to a preference for remaining silent, especially among those with greater career ambitions.
MHFA’s survey highlights that younger workers are another demographic significantly impacted by these dynamics, with 25% of individuals aged 18 to 24 feeling uneasy discussing their mistakes openly in comparison to only 12% of those over 55. The situation extends further, as 43% of younger employees report high levels of stress linked to their inability to speak up, showcasing a growing need for mental health support in the workplace.
Phil Floyd, head of investigations at workplace relationships firm CMP, highlighted the noticeable influence the Covid-19 pandemic has had on the development of younger professionals. He pointed out that Generation Z, often referred to as the first digital-native generation, may experience heightened anxiety surrounding social interactions within professional environments. This includes challenges such as conversing with unfamiliar colleagues, participating in phone discussions, and managing criticism.
Floyd advocates for a nuanced approach among employers, emphasising the importance of recognising that individuals face varying challenges at different life stages. He insists that support for mental health in the workplace must be comprehensive, fitting, and delivered consistently across the board.
Lesley Cooper, founder and CEO of the health management consultancy WorkingWell, added another dimension to the discussion. She praised the innovative insights younger employees often bring to the table but acknowledged their hesitation to share these insights out of fear of potential negative repercussions. Cooper explained that the combination of inexperience and the desire to avoid appearing naive can lead younger workers to withhold valuable contributions.
When discussing actionable strategies that employers can use to bolster the wellbeing of younger employees, Alicia Nagar, head of people, wellbeing and equity at MHFA England, shared her perspective. She observed that younger workers often carry the weight of self-doubt as they seek to establish themselves within their roles, frequently internalising the misconception that seeking assistance signifies weakness. This pressure is exacerbated by organisational cultures that may not cater to their unique challenges.
Nagar believes it is vital that psychological safety be deeply embedded from the start, spanning onboarding processes, managerial training, and the overall culture surrounding mental health conversations. She stresses that organisations must communicate openly about mental health and construct an environment where seeking help is encouraged, fostering belonging and engagement.
Cooper further underscored the need for leaders to model desired behaviours while implementing human resources processes that reinforce a supportive work culture. By focusing on creating a thriving environment for all employees rather than merely addressing stress and mental health problems, businesses can cultivate a culture that benefits individual employees and enhances overall organisational performance.
The survey conducted by MHFA England was carried out by OnePoll, which surveyed 2,000 UK workers during a period from December 2025 to January 2026, reflecting a concerning trend regarding the psychological wellbeing of young employees in the modern workplace. The ongoing challenge for organisations lies in fostering an atmosphere of safety and support, particularly for the next generation of talent that forms the backbone of the workforce.
Our Thoughts
The article highlights significant deficiencies in workplace psychological safety, particularly affecting younger employees. To avoid the reported issues, organizations should focus on fostering an inclusive culture that promotes open communication and psychological safety, as mandated by the Health and Safety at Work Act 1974, which requires employers to ensure the health and safety of their employees, including mental health considerations.
Key lessons include the necessity of training managers in effective communication and leadership, ensuring they encourage honest feedback without fear of retribution. The Management of Health and Safety at Work Regulations 1999 reinforces the need for risk assessments that account for psychological risks.
Employers ought to establish clear policies and onboarding processes to effectively integrate younger workers, making explicit the encouragement to share ideas and mistakes. Regular training sessions on mental health and creating a supportive environment could mitigate feelings of uncertainty and fear among young employees.
Preventative measures might include implementing anonymous feedback channels and workplace well-being initiatives, ensuring young staff feel valued and heard, thus reducing their likelihood of feeling demotivated or considering leaving their roles.
