In the aftermath of the pandemic, the conversation around mental health has become more pronounced, particularly among younger generations. Gen Z and younger millennials are increasingly evaluating how their work lives are affecting their emotional and physical well-being. These groups, often vocal on social media, are leading the charge in prioritizing mental health and refusing to accept burnout as a norm. Many are stepping away from high-pressure jobs or setting clear boundaries between their personal and professional lives, challenging the relentless grind of the traditional 9-to-5.
One concept gaining momentum is “quiet quitting”—where employees consciously limit their efforts to what’s outlined in their job description. This means declining extra tasks without additional pay, not checking work emails during personal time, and firmly refusing to overextend themselves without just cause. Rather than being a sign of laziness, this trend reflects a rejection of the hustle mentality that has dominated work culture for decades.
Remote work during the pandemic further complicated the balance between personal life and work. With homes becoming offices and availability expected around the clock, many started recognizing how unsustainable these demands were. Karuna Raghuvanshi, a leadership coach and psychologist based in Mumbai, observed that many young professionals who entered the workforce during this time were driven, curious, and eager to grow. “They’re not lacking in motivation or a desire to learn,” she says. But when faced with rigid or toxic environments that ignore healthy boundaries, this generation is more willing to reevaluate their choices. “They know what they want from both life and work,” Raghuvanshi adds.
So, what can companies do to respond to this shift? According to Diganta Chakrabarti, a professor and associate dean at RV University, Bengaluru, the change starts with how organizations hire. Young job seekers are more selective, often choosing roles based on how well a company’s culture aligns with their values and health priorities. “This shift will be a big adjustment for many employers,” he says. Ignoring these expectations, however, risks low morale and underperformance, which inevitably impacts the bottom line.
Even after recruitment, engagement is key. Shruthi (name changed), a senior communications manager, shared how the lack of mentorship and opportunities for growth made her feel stagnant in her role. “I’m just applying what I already know—I don’t feel like I’m learning anything new,” she explained. Raghuvanshi emphasizes that creating a supportive environment—through flexibility, fair opportunities, and active mentoring—is critical. “Young professionals need to feel that their contributions matter,” she notes.
Ultimately, the working world needs a transformation—and that change must happen now. It’s essential to rebuild work environments that respect personal time and promote healthier ways of working. Riya, who resigned from her job earlier this year after months of reflection, now knows what to look for in future employers. “When they ask if I have any questions during interviews, I finally know exactly what to ask,” she says, more confident about shaping her career on her own terms.
