Sometimes it feels as if the world is in flames – if not, according to a new report, in which a toxic “triple threat” of pessimism, uncertainty and separation at work achieves a critical level.
This in turn is the well -being of the employees and undermines productivity after the 2025 just published in 2025 Condition of the staff report From the “workplace resilience system” Mequilibrium.
“Pessimism in the workforce is a greater threat than only complaining about the task of the water cooler – it undermines the productivity of the work directly and directly and undermines it directly and undermines it mental health«, Said Meq Chief Science Officer Brad Smith in a press release. “We have found that employees with work -related pessimism experience productivity reduction by more than 60% and a 128% higher risk of depression.”
The report analyzes the results of 5,477 employees in various industries in order to provide implementable knowledge for the establishment of a sensitive management, the development of individual resilience skills and the use of “organizational citizenship behavior to protect well -being and business results in this challenging landscape”.
The problem with pessimism, uncertainty and separation
According to the findings, 67% of the employees say that they feel worse if they think about the state of the country, 35% worse in terms of their work situation, and 49% feel worse in terms of their finances – with a majority of 52% and expect the condition of our country to deteriorate. In the meantime, 27% expect their finances to worsen, while 24% expect their work situation to drop.
Add the mixture of uncertainty and tripled the rate with which employees have a pessimistic view of the work, more than tripled.
“The increase in stress in connection with uncertainties has more effect than feelings-companies that report a high degree of uncertainty-related stress also have a much greater productivity disorder, which indicates that uncertainty reduces the performance by up to half,” said Smith. “In addition, almost every third employee who has experienced a high degree of uncertainty show Burnout. “”
Burnout is again part of the third problematic element – conclusion – which deprives the mental and emotional energy of the employees. Part of it is also a feeling of broken trust if companies or managers do not meet expectations, which leads to weakened work relationships. More than half of the employees (55%) showed at least one symptom of the separation-especially younger employees (18-29), 62% indicate that they are affected by the separation. Those affected the most affected reported about an impairment of the productivity of 66%.
“Consciousness-related stress does not go away-it is the new normal at the workplace,” said Dr. Smith. “What is alarming is how the trust of the employees is eroded and the performance and commitment withdraw, without many not noticing.”
Gen z is the most pessimistic
Gen z seems not only separate, but also most pessimistic, although pessimism remains consistent in most demographic groups. The current state of pessimism for this group is significantly higher than for others in all measured categories:
- 71% of the gene -zers expressed negative views of the country of the country compared to 59% of older employees.
- 62% of gene Z reported dissatisfaction with their financial situation towards 37% of older employees.
- 48% of Gen Z – vs. 22% of older workers – were pessimistic about their work situation.
Interestingly, Zen Z when it comes to what will come, hope and shows consistently lower pessimism about what the future is doing.
How companies can surround this negativity
The report demands two “critical protective factors” that can resign against the triple threat:
- Sensitive management: Managers who prioritize well-being for their team have positive effects of top-down effects. They reduce the stress of uncertainty by 37% and separate interest rates from 78% to 40%, according to the analysis.
- Individual resistance: One of the most resilient employees – especially those who learn the learning skills of emotion control and realistic optimism – show that only 6% signs of an extreme interruption are the least resilient compared to 59%.
Conclusion: In order to reverse the threat from pessimism uncertainty, the managers should prioritize the development of a sensitive leadership at all levels, support reliability and promote supporting their peers to strengthen corporate cultures.
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