Burnout in Mexico: 3 key facts that every company should keep on their radar in 2025

By 2025, we can no longer treat burnout as an exception. It has become a silent constant in many Mexican organizations, directly affecting productivity, morale, and talent retention.

And although it is a global phenomenon, its impact in Mexico has particularities that deserve to be analyzed closely. This article delves into the latest available data and proposes viable paths for companies to take action before it's too late.

1. Mexico continues to lead in levels of work-related stress... and it’s not an achievement

According to the Mexican Social Security Institute (IMSS), 75% of workers in Mexico suffer from work-related stress, surpassing the global average of 60% estimated by the WHO.

The most frequent factors include:

• Excessive work hours without structured breaks

• Overloading tasks without adequate resources

• Work environments that normalize hyper-demand

What’s concerning is not just the number, but the normalization: chronic fatigue is no longer an alert, but a silent badge of commitment. That has a cost.

2. 92% of employees have felt burnout... and many hide it

A survey from the "Labor Thermometer" reveals that 9 out of 10 collaborators have experienced burnout, and a high percentage has considered resigning as a direct consequence.

The problem is twofold:

• Not reported. Burnout is not always verbalized; it manifests in absenteeism, disconnection, or poor performance.

• Not understood. Many companies still confuse it with "lack of commitment" or "low stress tolerance."

The line between exhaustion and operational failure is becoming blurred. And in many cases, organizations continue to seek individual solutions to a systemic problem.

3. Solutions do not always require large budgets (but do require will)

A report from the McKinsey Health Institute shows that the most effective interventions in workplace well-being are not necessarily costly or complex.

What really makes a difference:

• Structured recovery spaces (active breaks, massages, real rest)

• Supervisors trained to identify early signals

• Intentional routines designed (not just with goals)

At Zen To Go, for example, we have seen that a monthly program of 15-minute massages per person can transform the work environment in a matter of weeks: collaborators not only perform better, but also feel more valued and connected.

This isn’t about filling the calendar with wellness activities. It’s about designing small conscious interruptions that regenerate energy.

What can HR leaders do?

Here are some concrete actions that do not require a million-dollar budget:

• Conduct a brief emotional well-being survey quarterly

• Define an internal protocol for detecting and responding to symptoms of burnout

• Start a pilot with an external provider (such as active breaks or in-office massages)

• Review turnover, absenteeism, and performance indicators with a well-being focus

• Educate mid-level leadership on how to provide human, not just operational, follow-up

Burnout is not a trend. It is a message from the body (and from organizations) that something needs attention. And the good news is that we don’t need to reinvent the whole system to start fixing it.

All it takes is to observe, measure, and take action from a human perspective.

Is your company ready to start? Learn how Zen To Go helps organizations implement real recovery programs in their offices.