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

In 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 act 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 Institute of Social Security (IMSS), 75% of workers in Mexico suffer from work-related stress, exceeding the global average of 60% estimated by the WHO.

The most frequent factors:

• Excessive work hours without structured breaks

• Task overload without adequate resources

• Work environments that normalize hyperdemand

The worrying part is not just the number, but the normalization: chronic fatigue is no longer a warning sign, but a silent badge of commitment. That comes at a cost.

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

A survey from the "Workplace Thermometer" reveals that 9 out of 10 employees have experienced burnout, and a high percentage have thought about resigning as a direct consequence.

The problem is twofold:

• It goes unreported. Burnout is not always verbalized; it manifests in absenteeism, disconnection, or poor performance.

• It is 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 they do require will)

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

What really makes a difference:

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

• Supervisors trained to identify early signs

• Intentional routines (not just goal-oriented)

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

It is not about filling the calendar with wellness activities. It is about designing small conscious interruptions that regenerate energy.

What can HR leaders do?

Here are some concrete actions that do not require a millionaire budget:

• Implement a brief emotional well-being survey quarterly

• Define an internal protocol to detect and act on symptoms of burnout

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

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

• Educate middle 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 do not need to reinvent the entire system to start repairing it.

It is enough 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.

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