Article 4 - Talent on the Edge: Stress in Young Professionals and Talent Retention

 

 Introduction

Eager, energetic, and ambitious, young executives and engineers are the building blocks of Sri Lanka’s apparel industry. They bring new perspectives and innovation to a sector steeped in tradition.
But with opportunity comes pressure. These “hyper enthusiastic” professionals strive to prove themselves often facing mountains of stress. If not managed, this stress leads to burnout, and eventually, a resignation letter.


Why Are Young Executives So Stressed?

A 2023 internal HR survey in a leading Sri Lankan apparel firm revealed:

📊 53% of young professionals felt overwhelmed by workload
📊 28% felt unclear about their roles
📊 19% struggled with low decision making authority

"I used to work late to impress. When I got sick, my team gave me no support. Now I’m desperately caging.”

—  Junior Merchandiser in Kandy

Young professionals often take on multiple roles without clarity or authority. They may come in as interns or trainees and be thrust into managerial expectations too soon, leading to cognitive overload.


Maslach’s (2017) “Burnout Dimensions”

Maslach (2017) defines burnout using three key dimensions:

  • Emotional Exhaustion

  • Depersonalisation (Cynicism)

  • Reduced Personal Accomplishment

These dimensions are directly visible in young talent who experience rapid disillusionment when support and guidance are lacking.

Maslach, C. (2017). Finding solutions to the problem of burnout. Consulting Psychology Journal, 69(2), pp. 98–113.

 

 




Talent Retention Cycle: From Engagement to Disengagement

When stress isn't addressed, engagement begins to erode.
The Talent Retention Cycle follows this pattern:

Engagement → Disengagement → Turnover

This spiral explains how once-passionate young hires start questioning their career path—eventually leaving for new opportunities or quitting altogether.


Top Strategies to Boost Employee Engagement and Retention





Conclusion

Young talent is the future of Sri Lanka’s apparel industry.
But to nurture this future, organizations must understand and address the root causes of burnout through:

  • Role clarity

  • Emotional intelligence in managers

  • Feedback-rich communication

  • Mental health awareness

Talent managers must not just recruit, but retain and restore.


References 

  • Maslach, C. (2017). Finding solutions to the problem of burnout. Consulting Psychology Journal, 69(2), pp. 98–113.

  • Mullins, L.J. (2019). Management and Organisational Behaviour. 11th ed. Pearson.

  • Northouse, P.G. (2021). Leadership: Theory and Practice. 9th ed. SAGE Publications.

  • Hayes, J. (2022). The Theory and Practice of Change Management. 6th ed. Macmillan.

Comments

  1. Suvini WanigasooriyaJuly 31, 2025 at 2:35 AM

    This is a powerful and timely insight into a critical issue. Young professionals are the future of Sri Lanka’s apparel industry, but without proper support, their passion quickly turns into pressure. The stats speak volumes it's clear that companies need to invest not just in talent, but in healthy work cultures, role clarity, and real support systems. Otherwise, we risk burning out the very people who are driving innovation and growth.

    ReplyDelete
    Replies
    1. Dhanushka SenavirathnaJuly 31, 2025 at 10:55 AM

      Hi Suvini, Thank you. I’m really glad the article resonated with you especially the importance of nurturing young professionals beyond just recruitment. You're absolutely right without clear roles and a healthy culture, enthusiasm can quickly turn into exhaustion. The statistics paint a concerning picture, but they also highlight the urgent need for companies to shift from pressure-driven environments to support-focused systems. Your reflection reinforces the idea that sustainable innovation can only come from teams that feel valued, understood, and mentally safe.

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