Poor onboarding.

Engagement starts the moment your organization begins recruiting a prospective employee and continues through the job offer and an employee’s first year. Ensure a positive onboarding experience with:

• Smooth IT onboarding.
• Structured activities, especially during a new employee’s first week, including meetings with leadership, coworkers and members of other key departments.
• The assigning of a mentor who can serve as a resource in those initial days.
• Regular check-ins for at least 90 days up to a year.

Infrequent or ineffective feedback mechanisms.

When employees don’t feel heard by leaders and managers, engagement can suffer. Offer regular ways to deliver anonymous feedback through pulse surveys, engagement surveys, and other feedback tools. Be sure to check out our tip sheet that covers four steps to ensure employees feel valued and heard.

Lack of career development opportunities.

Having well-defined career paths and robust learning and development opportunities can significantly boost engagement and increase retention by giving employees a clear vision of their future—particularly for younger employees.

Reactive rather than proactive culture management.

Sometimes HR departments can simply “put out fires” rather than acting as architects of organizational culture. This means addressing cultural issues before they’ve escalated into visible problems—like working to prevent turnover versus responding to high turnover rates. Proactive culture management includes regular culture assessments, feedback loops, and the promotion of desired organizational behaviors and values.

Lack of recognition.

When employees are recognized for their hard work they feel motivated and engaged. Employee recognition platforms like TINYpulse, which allow employers to offer a range of recognition awards and encourage employees to recognize peers, can enhance engagement.

Inadequate manager training.

Offer managers training in best practices like showing empathy, communicating regularly about the company’s mission and business performance, offering feedback, recognizing contributions, modeling healthy behaviors, and helping employees find meaning and purpose in their work.

Poor communication.

Employees who don’t understand how their work connects to larger organizational objectives or, worse, what their job expectations are, may become disengaged. Ensure managers understand the importance of holding regular one-on-ones with employees. Urge leaders to frequently communicate business goals and performance during town halls.

Neglecting work-life balance.

Organizations who focus solely on productivity metrics while ignoring work-life balance run the risk of poor engagement and, if unchecked, employee burnout. Offer employees a degree of flexibility in when and where work gets done so they can better manage personal and professional responsibilities.

One-size-fits-all benefits packages.

Benefits packages that fail to recognize the diverse needs of today’s multi-generational workforce can impact engagement. Offer ways for employees to “shop” for the benefits and programs that make the most sense for them; give access to “lifestyle savings accounts” that let employees devote dollars to the well-being activities of their choice; offer life stage-specific benefits (for example, student loan repayment programs, caregiver support or retirement planning benefits).

By avoiding these 9 common pitfalls, HR departments can directly influence employee engagement resulting in a measurable impact on the business. Request a demo to learn more about how TINYpulse by WebMD Health Services can help you increase employee engagement in your organization and ensure your employees feel valued and heard.

Every interaction shapes how employees view their future with your company. Whether you are refining existing initiatives or building a new framework, these actionable insights will improve the employee experience and empower employees to do their best work.

What is employee experience and why does it matter?

Employee experience (EX) includes every interaction employees have with your organization, starting on day one. It covers onboarding, career development, workplace culture and the day-to-day work environment. Each touchpoint shapes how employees feel about their role and their future with your company.

When organizations take a thoughtful approach to EX, they can better align employee needs with business goals. This helps create a workplace where employees feel supported, engaged and motivated. It also drives measurable results. According to the SHRM, 36% of workers in the U.S. ranked employee experience in the top two most important HR priorities. 

Focusing on EX doesn’t just benefit individual employees. It helps build a culture of trust and belonging that supports long-term success.

9 ways to build a better employee experience.

Here’s how to build a better employee experience:

1. Understand employees’ needs and wants.

Building a better employee experience starts with listening. Use employee feedback surveys and focus groups to understand what matters most to your employees. These surveys can uncover how supported employees feel by their managers and whether their roles align with their strengths. Then, take visible action based on that data. When employees see that their feedback drives change, trust and engagement increase.

2. Promote well-being through workplace initiatives.

Holistic well-being is personal, dynamic, subjective and multidimensional. It includes not only physical and mental health, but also social connection, financial stability and how people experience work. Coaching, care navigation, financial tools and culture-building initiatives can all play a role in helping employees feel supported in every area of life.

Our latest research shows a strong connection between well-being and employee engagement. According to the WebMD Health Services Center for Research, well-being scores among highly engaged employees were 70% more favorable than among disengaged employees. When well-being improves, so does the employee experience.

3. Create a seamless onboarding process.

First impressions matter. A strong onboarding program helps new employees feel welcome, understand expectations and get comfortable in their roles faster. Introduce new hires to their managers early on and clarify how their roles fit into the bigger picture. One way to do this? Give new hires a clear roadmap for their first 90 days.

4. Set clear expectations early on.

Starting a new job can feel overwhelming and uncertainty only makes it harder. Set performance expectations and check in regularly to help new employees build confidence. Employees are more likely to feel connected and motivated when managers provide consistent feedback.

5. Support employee growth and development.

Employees want to grow, not just in their roles, but throughout their careers. Offer opportunities like mentorship, leadership training or skill-building workshops to help them expand their strengths. Encourage managers to have regular development conversations and shape roles that evolve with each employee’s goals. Post internal job openings and support lateral moves to help employees grow within your organization.

6. Embrace a culture of collaboration and teamwork.

Strong teams fuel innovation. Encouraging cross-team collaboration through brainstorming sessions, project-based teams or company-wide initiatives helps employees feel connected and engaged. Managers play a key role in setting the tone for collaboration and making sure each team member understands their role and how it contributes to shared goals. Plus, when teams work well together, productivity and innovation naturally improve.

7. Keep top talent engaged.

Retaining high performers starts with creating a workplace where people feel supported and know their contributions matter. Engagement grows when employees are trusted to bring their strengths to the table and see the impact of their work. Recognize great performance, involve employees in meaningful decisions and check in often to understand what motivates them. While flexibility and well-being help, it’s purpose, autonomy and belonging that keep top talent invested.

8. Conduct structured performance reviews and career discussions.

While real-time feedback supports daily engagement, structured performance reviews set the stage for long-term growth. Quarterly check-ins provide clarity on progress and future goals. When managers treat these conversations as two-way discussions focused on performance and potential, they build trust and help shape evolving roles. This alignment helps employees grow in ways that also support organizational goals.

9. Maintain positive relationships during offboarding.

Employees’ last days at your company are just as important as their first. A smooth offboarding process like exit interviews, knowledge transfer sessions and alumni networks keeps the door open for future collaboration. Today’s departing employee could be tomorrow’s best rehire or brand advocate.

Leadership and HR shape the experience.

A great employee experience doesn’t just happen. It’s shaped by the people at the top. Leaders set the tone for workplace culture, while HR teams bring those ideas to life through structured programs and policies.

Leadership plays a big role in fostering trust. When managers communicate openly, recognize hard work and create space for honest conversations, employees feel more engaged and supported. Still, burnout is highest among in-office workers, 9% higher than hybrid and 3% higher than remote workers.

HR teams focus on turning strategy into action. They introduce well-being initiatives, solicit employee feedback through surveys and create career development plans that make work more meaningful. 

Feedback only works if you act on it.

Crafting a strong employee experience isn’t just about collecting feedback. It’s about taking action so that employees feel heard and valued. If employees raise concerns about workload or career growth, leadership should acknowledge the issue and communicate next steps. Sentiment analysis and anonymous surveys can help spot trends, but trust is built when employees see real follow-through.

When organizations commit to listening, responding and improving, employees feel more connected.

Organizations may face challenges in building an employee experience.

In the past several years, organizations have experienced changes in how they support different work arrangements, and many have struggled with how to adapt to hybrid work models. Finding the right balance between collaboration and flexibility in the workplace can be tricky, especially when some employees are remote while others are in the office.

Another challenge is aligning the employee experience with company culture. If employees don’t see leadership following through on company values, engagement efforts can feel hollow.

Ignoring these obstacles can lead to high turnover and low morale. That’s why it’s critical to listen to employees, adapt to changing needs and take a proactive approach to building a workplace where people feel valued.

How to measure the impact of employee experience initiatives.

Creating a great employee experience is one thing. Knowing if it’s working is another. Organizations can track progress through key metrics like employee engagement scores, retention rates and productivity levels. If engagement surveys show rising satisfaction or turnover rates start to drop, it’s a sign that initiatives are making an impact.

Real-time feedback tools help leaders identify trends. If data reveals that employees feel disconnected in a hybrid setup, leadership can introduce more virtual team-building activities or improve communication tools.

The key is to measure, learn and adjust. A good experience isn’t static. It evolves based on what employees need to feel supported and successful.

Designing an impactful employee experience starts here.

Creating a meaningful employee journey requires actionable strategies, ongoing evaluation and a commitment to improvement. By prioritizing initiatives like seamless onboarding, employee growth opportunities and workplace health initiatives, organizations build a workplace where employees feel valued and supported.

Treat employee experience as an ongoing effort rather than a one-time project. With a focus on engagement, communication and innovation, you can create a culture that attracts and retains top talent. Solutions like TINYpulse by WebMD Health Services support this effort by helping you gather real-time feedback, understand employee sentiment and take action.

Want to build a workplace where employees thrive? Contact WebMD Health Services today for expert strategies and solutions that drive employee well-being.

Life is full of challenges. And it’s not always easy for employees to leave them at the door when they show up for work each day. So when a childcare arrangement falls through, a family member gets sick, or an employee has trouble paying the bills—there are real consequences for their emotional and physical health and their ability to do their jobs well.

Personal challenges can impact employees’ productivity and performance at work.

Here are some common life challenges that impact employees’ ability to show up to work each day ready and able to perform their best.

Caregiving.

The cost of child care has grown by 26% in the last decade, and it’s estimated that 50% of Americans live in a child care desert. Members of the “sandwich generation” are managing their own parents’ care while still caring for young children. Gaps in care can be a real drain on an employee’s focus and productivity and also increase absenteeism.

Financial stress.

PwC found 57% of employees say finances are the top cause of stress in their lives; 76% say financial stress negatively impacts their work output.¹ Employees may lose over seven hours of productivity per week due to financial stress.²

Health concerns.

Chronic conditions, acute illnesses or poor mental health can lead to fatigue, absences, and diminished productivity. Family or friends’ poor health can also impact workplace performance as employees try to balance caregiving and work.

Relationship struggles.

Marital concerns, divorce, changes in child custody arrangements, or any kind of relationship conflict all have an impact on an employee’s ability to be focused and present at work.

Death/grief.

Experiencing the death of a loved one or pet without adequate time to grieve can affect emotional well-being and work engagement.

Burnout.

Although burnout is a work-related phenomenon, it can impact relationships both inside and outside of the workplace. Burnout continues to be a huge concern: a 2024 study conducted by WebMD Health Services’ Center for Research revealed one-third of employees are experiencing burnout and 53% of managers report feeling burned out at work.

Climate/natural disasters.

Climate-related weather events like hurricanes, wildfires, and tornadoes are becoming increasingly frequent and severe. In a survey conducted by Gartner, 37% of employers found that following environmental or climate-related risks there was a severe impact on staff displacement and productivity.

Personal challenges also affect colleagues.

When life circumstances impact a colleague’s job performance, their team members may feel the burden. For example, when employees are absent due to personal crises, other team members may be asked to step in to cover the employee’s work. Projects can drag on or key tasks can fall behind schedule. If an employee withdraws emotionally, communication could break down, leading to confusion and resentment. All of this creates tension and can negatively impact team engagement. In certain roles, an employee who is distracted by personal issues could even pose a safety risk or make critical errors that affect the business.

How employers can support employees through personal challenges.

When supporting employees through personal challenges at work, it’s critical to meet employees with empathy and understanding. Acknowledge that life is unpredictable and it’s normal and okay for personal situations to affect work at times.  

Next, seek to understand employee pain points so you can provide the right support. Surveys, focus groups and town halls are all ways to uncover where employees are struggling.

Finally, take stock of these common workplace supports to make sure they are meeting employees’ needs:

Support for well-being.

No matter what life throws at us, an employee well-being program that encourages employees to engage in healthy behaviors—like eating well, moving throughout the day, or learning how to manage stress—can help your people better weather personal crises.

Leaves and time off.

Paid family leave to deal with a temporary concern, bereavement leave, and parental leave for both parents can give employees the time and space to handle a family illness, death or welcome a new child without worrying about finances. If the organization is unable to offer leave, make sure employees know about the Family and Medical Leave Act (FMLA), which allows employees to take up to 12 weeks of job-protected unpaid leave to care for a family member or their own health.

Flexible work arrangements.

Allowing workers to choose their hours or work remotely helps them better manage personal and professional responsibilities. Flexible schedules empower employees to create routines that work for their unique needs.

Manager training.

Managers are the face of the organization for employees, so ensure they are equipped with the right tools and skills to support their team. Training in empathy, communication, mental health and knowledge of available programs and resources are essential for managers’ ability to support staff going through a difficult time.

Child and elder care.

For employees who are caregivers, family-friendly policies or access to child and elder care resources can make a huge difference. Parenting these days is not easy, and supporting parenting in the workplace is essential for today’s workforce.

Employee Assistant Programs (EAPs).

While they’re best known for mental health support, EAPs can also assist with relationship and parenting issues, finding child or elder care, and financial concerns.

Support for climate/natural disasters.

Employers are experimenting with benefits to support employees who are victims of climate-related events. These could include tax-advantaged financial assistance; pay advances; crowdfunding options; physical shelter support; mental health benefits; and disaster-related paid leave.

Financial wellness programs.

Offering financial wellness benefits can alleviate some financial stress and help employees be less distracted at work. These benefits might include tools to manage day-to-day finances, weather unplanned expenses, and plan and save for future milestones.

Employee benefits awareness.

Lack of resource awareness is one of the most significant obstacles for employee benefits utilization. Make sure to communicate often about what’s offered, so when personal circumstances arise, employees know where and how to get help.

To be sure, not every employer will be able to offer all of these programs and resources. But it’s important to act on areas where the organization can lend a hand. Doing so will cement your company’s position as an employer who cares about people both as workers and human beings and allow employees to be productive and engaged at work.

If you’re interested in learning more about how to support your employees holistically, request a demo today.

What is burnout?

The Center for Research at WebMD Health Services defines employee burnout as feeling emotionally drained, negative about work, unable to make an impact and overwhelmed by workload.¹ There are two types of burnout: acute and persistent. What are the differences? Acute burnout is short-term and caused by specific, high-stress work situations or events. Persistent burnout is ongoing, unrelenting stress and workplace pressures that persist without resolution.²

Acute burnout may be resolved relatively quickly if the stressor is removed or managed. Addressing persistent burnout requires commitment, patience and intervention at individual and organizational levels.²

By identifying those at risk for burnout early, we can create opportunities for intervention that enable a more engaged workforce and a culture where employees feel supported and empowered.

Identify common signs of burnout in the workplace.

Burnout is real. While burnout can affect employees at any stage of their careers, recent data highlights that Gen X experiences the highest levels of burnout, with a 60% increase from 2022 to 2024. Gen Z also reports high levels, while Baby Boomers show lower burnout scores but have still experienced a 40% increase.¹

Recognizing the signs of burnout enables us to intervene before it escalates.

Burnout affects the body and mind.

Burnout drains employees on every level and can seriously affect one’s well-being. Symptoms show up in the form of chronic fatigue, irritability, difficulty concentrating and lack of motivation. Frequent headaches, digestive issues and sleep disturbances further impact physical health and well-being. While these symptoms may result from work-related stressors, they are not isolated to work. 

A shift in attitude may signal trouble.

Employees may lose interest in their work, show little enthusiasm for new projects, or express frustration more frequently. Burnout can manifest as cynicism, marked by skepticism toward leadership or workplace initiatives, which can spread and damage team morale. 

Productivity and performance start to slip.

Burnout makes it difficult for employees to stay focused and complete tasks efficiently. They may struggle with concentration, leading to frequent mistakes, overlooked details or missed deadlines. As work feels increasingly unmanageable, delays and performance declines follow. This affects individual employees, slows down projects and increases workloads for others.

Absenteeism and isolation become more frequent.

Employees experiencing burnout often take more sick days or are away from work more frequently than employees not experiencing burnout. When they are at work, they may withdraw or avoid meetings, collaboration and social interactions. Burnout often leads to feelings of isolation. 

The feedback feels more personal than constructive.

Stress and emotional exhaustion may impact how employees react to feedback. Even well-intended constructive criticism may be internalized as overwhelming or unfair resulting from heightened feelings of sensitivity.

Let’s learn about factors that contribute to burnout.

What triggers burnout in the workplace?

A recent burnout study conducted by WebMD’s Center for Research found that one-third of employees experience persistent burnout and employee perceptions of burnout increased over 25% from 2022 to 2024.² Burnout develops over time due to chronic exposure to workplace stressors. Recognizing common causes of employee burnout allows us to make meaningful changes that reduce burnout risk.

How to address employee burnout.

Organizations can take immediate steps to support employees experiencing burnout, but investing in a long-term strategy to prevent it at the organizational level is crucial. 

1. Learn what your workforce needs.

What does this mean? First, create a clear definition of burnout and align your measurement strategy around this to enable your understanding of the issue and to guide your actions. Regularly assess and monitor the needs of your workforce. Go deep; segmenting data based on key employee groups to craft tailored burnout prevention and support strategies.

2. Adjust workloads and responsibilities.

Focus on workload and workflow management. Redistribute tasks, prioritize essential projects and set realistic deadlines to ease stress. Regular check-ins help managers understand workload concerns and provide necessary support. Temporary relief—such as delegating non-essential tasks or bringing in extra help—gives employees the space to recover.

3. Offer resilience and stress management training.

Provide employees with tools to manage stress levels and help them navigate workplace challenges. Resilience training, mindfulness sessions and time management workshops build coping skills. Techniques like deep breathing and structured breaks reduce stress. While these strategies may not prevent persistent burnout, they help employees manage symptoms and improve well-being.

4. Offer a supportive work environment.

A workplace that prioritizes employee well-being helps reduce burnout. Regular check-ins, feedback sessions and Employee Resource Groups create an open dialogue. Recognizing employees’ efforts, offering flexibility and promoting teamwork contribute to a healthier environment. When employees feel valued and supported, they stay engaged and motivated.

Explore more burnout prevention and recovery tips.

Create a workplace where employees thrive.

Organizations proactively create a healthier, more sustainable work environment when they:

• Support work-life balance – Help create realistic expectations and promote the use of paid time off.
• Foster open communication – Check in with employees often and offer feedback.
• Provide mental health resources – Offer additional support through well-being programs like WebMD Health Services.
• Recognize employee contributions – Improve motivation and engagement by valuing employees’ efforts.
• Offer flexibility – Reduce stress by offering hybrid and remote work options.

Learn more about how to prevent employee burnout and reduce burnout in the workplace.

Addressing employee burnout requires a comprehensive, organization-wide commitment to creating a healthier workplace culture. By learning to recognize the early warning signs of burnout, understanding its root causes and implementing proactive strategies to support employee well-being, organizations can build a more resilient and engaged workforce. For help future-proofing your workforce against burnout, request a demo or contact us at connect@webmd.net.

Traits of high performers in the workplace.

You probably have a few high performers on your team. High performers are often high achievers. They work hard, stay late, say yes to extra assignments, hold themselves to high standards and deliver excellent work. They also tend to be risk-takers, allowing them to develop innovative solutions and solve problems effectively. These are qualities that are typically praised in our success-oriented society.

What’s going on with high performers behind the scenes?

High performers become stressed and anxious just like the rest of us, and perhaps even more so. The difference is they may be more likely to mask their stress and anxiety, appearing to have everything under control. Experts term this “high-functioning anxiety,” or the ability to manage mental health symptoms so well that they’re not visible to others. 

According to Psychology Today, high performers have a high incidence of depression. On the physical side, they may experience insomnia, headaches, exhaustion, digestive issues, and more. When exposure to these stressors remains unchecked it can lead to burnout syndrome. Research conducted by the Center for Research at WebMD Health Services found that one-third of employees experience persistent burnout and that burnout rates have increased nearly 25% from 2022 to 2024. Contrary to the day-to-day, short-term stress or pressures we might occasionally feel, persistent burnout is something that is chronic, intense and unrelenting. And, it should come as no surprise, your high performers may be at greater risk of burnout.

Signs that a high-performing employee may be struggling.

High performers can be good at masking mental health symptoms, but there may be a few tell-tale signs you can spot:

• Increased irritability, anger or mood swings
• Persistent sense of hopelessness, appearing defeated or deflated
• Being overly self-critical or unreceptive to constructive feedback
• Social withdrawal
• Using activities (for example, compulsive exercise) or substances to cope
• A desire to take on even more work
• Excessive worrying or ruminating about future scenarios

How employers can help high performers.

Many of the resources and interventions to help high performers manage their well-being and mental health are the same as those you would recommend to any employee. The distinction is how you approach the conversation about mental health and the greater difficulty you may encounter in convincing a high-performing employee to take advantage of these resources. 

Of course, it’s easier to have this discussion if your workplace culture already prioritizes employee health and well-being. It’s a more difficult message to land if you have a workplace culture that prizes outcomes and overwork at the cost of employee well-being. 

The timing of the conversation is also important. It’s critical not to have the discussion after something has gone wrong. Rather, bring up your concerns during a regular one-on-one meeting. 

What managers can suggest:

• Cultivate an identity outside of work. Many high performers intertwine their sense of self-worth with their work life. Urge these employees to turn their focus outward and engage in activities—a hobby, family time, volunteer work—that bring them joy and allow them to receive validation that isn’t associated with work.
• Set good boundaries. Because of their extraordinary commitment and engagement, high performers may burn the candle at both ends. Encourage them to protect their personal time by communicating their availability and sticking to it. 
• Use the resources the company makes available. It’s important for managers to know about the company’s Employee Assistance Program (EAP) and other mental health resources and remind employees to take advantage of them.  

These next few suggestions need a bit of context. Well-being experts generally agree that without taking a critical look at workplace norms—workload, recognition (or lack thereof), management style—all the well-being apps and interventions in the world can’t solve the issue of burnout. However, in the case of high performers, it might make sense to lean into some proactive well-being practices, such as:

• Self-care. High performers need to be reminded more than most that self-care—like taking time off, moving throughout the day, spending time outdoors, eating well, and getting quality sleep— is essential.
• Mindfulness and meditation. High performers often engage in negative self-talk. Mindfulness and meditation can be a good tool for cultivating self-compassion and achieving a sense of calm.
• Learning coping skills. Resilience offers protection from burnout and helps us manage the anxiety we feel about what could or might happen. And it’s a skill that anyone can build. Urge high performers to take advantage of any resilience-building workshops or courses your organization may offer.

Lastly, there are certain “thought traps” that tend to plague high performers—such as catastrophizing, ruminating, and all-or-nothing thinking. You may wish to share this helpful article that breaks down these thought traps and how to overcome them. 

What managers can do:

• Ensure that the workload is evenly distributed and refrain from always asking high performers to take on new projects.
• Remind them that it’s OK to ask for help and delegate tasks they don’t have time for. 
• Provide a supportive environment where people feel comfortable talking about mental health.
• Assign a mentor who can serve as a sounding board and coach.
• Consistently hold one-on-one meetings to monitor workload and set expectations. 
• Model healthy work-life balance behaviors in their own lives. 

Helping high-performing employees with their mental health is a delicate balancing act. On the one hand, you don’t want to dampen their drive and enthusiasm for work. Yet, it’s important to recognize that high performers may be less likely to admit they are struggling and seek help. 

Become aware of the warning signs of burnout among high performers, foster an open dialogue about mental health, and provide easy access to the right resources. This approach will help your organization retain its high-performing talent, while promoting a culture of well-being for everyone. 

The importance of social connections in the workplace.

Loneliness, isolation and alienation are on the rise. According to new data from Morning Consult commissioned by Cigna, more than half of U.S. adults (58%) are considered lonely.¹ Former U.S. Surgeon General, Dr. Vivek Murthy, has characterized loneliness as an epidemic and released an advisory on the issue.

The data is alarming because of the impact it has on not only individuals, but the organization as a whole. Workplaces with a strong culture of connection and belonging generally see greater engagement, productivity and worker well-being.

How social connections change the workplace dynamic.

The pandemic proved that many types of work can be done remotely, and scores of organizations continue to offer fully remote or hybrid work arrangements to employees. And while the lack of a commute has given workers more time in the day and more flexibility, it has come at a cost: many say bonds between co-workers have weakened and the quality of relationships at work has suffered. Not surprisingly, lonely employees are more likely to be disengaged and feel burned out. They are not as motivated to be productive and go the extra mile.

The impact of social relationships in the workplace.

Relationships are critical to our sense of connection and belonging at work and are one of the foundational elements of a successful organization. In fact:

• WebMD Health Services’ Center for Research 2024 Workplace Survey found younger generations of employees (aged 18-44) were more likely than older generations to report that they would choose to stay with an organization because of the people they worked with.
• The Gallup Organization routinely measures the impact of social relationships in the workplace via its “best friend at work” proxy. Gallup maintains that having a best friend at work is strongly linked to employee engagement and job success. Employees who have a best friend at work are significantly more likely to engage customers and internal partners, get more done in less time, innovate and share ideas, and have fun at work.²
• A Society for Human Resources Management (SHRM) report, Loneliness and the Power of Casual Collisions, found that compared to onsite and hybrid workers, remote employees report they less often consider their co-workers to be friends. And, according to SHRM, when workplace loneliness becomes chronic, it diminishes performance and commitment.
• A 2023 Workplace Romance & Relationships Survey conducted by SHRM found that organizations that encourage friendships may have a competitive edge: increased retention rates. The study also found that workers with close friends at work are more likely to say they feel a strong sense of belonging at work (80%) and report more satisfaction with work (86%).

The connection between social interaction and employee well-being.

Former U.S. Surgeon General, Dr. Vivek Murthy has written extensively about the impacts of a lack of social connection on our health and well-being. He points to numerous adverse physical outcomes like a greater risk of cardiovascular disease, dementia, stroke, and premature death. One of his most eye-opening and oft-cited remarks is that a lack of social connection can increase our risk for premature death as much as smoking up to 15 cigarettes a day.

There are also mental health implications of poor social connections. Studies conducted by Stanford University found that people who feel more connected to others have lower levels of anxiety and depression. There is also evidence that these people have “higher self-esteem, greater empathy for others, are more trusting and cooperative and, as a consequence, others are more open to trusting and cooperating with them.” Further, “social connectedness generates a positive feedback loop of social, emotional and physical well-being.”³

All of this reinforces the notion that employees who are more socially connected not only reap the benefits of this increased connection themselves, but employers also enjoy the benefits of a healthier, more collaborative and engaged workforce.

Creating a culture that supports connection.

There are numerous ways to create a more connected work environment. From engaging leadership to being intentional about bringing employees together in a meaningful way, you can create an environment where employees feel they matter to one another and the organization.

The role of leaders in fostering human connection at work.

Leaders play a critical role in increasing human connection at work. It is their task to make social connection a strategic priority from the top down. Modeling pro-social behaviors themselves, promoting stress awareness, openly communicating, and sponsoring and participating in activities that foster social connections, can help leaders create a culture of meaningful connection.

Strategies for connecting with others in the workplace.

• Sync in-person workdays to allow for more collaboration and connection. Ensure there are opportunities for meaningful engagement by scheduling team-building activities on those days.
• Create effective communication with hybrid and remote workers. Use technology like Slack, Microsoft Teams and other tools to provide a platform for people to easily connect.
• Educate employees about the importance of social connection for workplace well-being, health, productivity, performance and retention. Allowing people to bring their authentic selves to work is also critical.
• Encourage activities that allow people to connect with one another as whole people, not just in terms of the role they play at work. These could include coffee meet-ups, after-work events, or volunteering activities.
• Increase representation from cross-functional areas on projects to broaden employees’ exposure to co-workers beyond their teams.
• Don’t neglect mentorship. Pairing colleagues with those who have more experience is a great way to foster connection and help workers increase their network of co-workers and friends.
• Allow employees to maintain connections outside of work by respecting boundaries between work and non-work time, honoring caregiving responsibilities, and supporting hobbies.

Benefits of social connections among employees.

There are many benefits of increasing social connections among employees.

Improved overall well-being.

Positive social connections can guard against workplace stress and anxiety, and reduce absenteeism and presenteeism. There’s even evidence that increased levels of social interaction can reduce inflammation, which has been linked to depression. Happier and healthier employees are also less likely to incur high medical insurance costs.

Having strong social connections in the workplace can also help improve mental health. When employees have colleagues they can confide in and lean on in difficult times it can be easier to navigate the ups and downs of work. Social connections can also foster a greater sense of purpose, which can ward off burnout.

Increased job satisfaction and employee morale.

Having positive social connections at work can result in increased job satisfaction. Employees who feel valued and connected to their peers are also more likely to enjoy their work, be more productive and remain engaged. This can lead to greater employee retention, which translates to real savings for employers.

Greater synergy between workers.

Increased social connections at work don’t just benefit employee health and well-being. They can also have a direct impact on the quality and timeliness of work. Teams with a high level of connection generate more innovative ideas and have better problem-solving skills. They thrive on the open exchange of ideas that increased social connection can unleash. When teams trust one another, there’s a greater sense of psychological safety and willingness to take risks.

Curious about more ways to improve social connections?

It’s been said that the quality of our relationships determines the quality of our lives. Our degree of social connection both inside and outside of work can have a profound effect on our physical and emotional well-being. Because we spend so much time at work, it’s important for employers to focus on what they can do to enhance connections among colleagues in order to improve workplace culture and reap the benefits of a happier, healthier and more engaged workforce. If you want more ideas for how to improve social connections at work, check out our free tip sheet below.

Why a motivated workforce is so important.

A lack of motivation is often the first step on the path to employee disengagement. And, as we know, a disengaged workforce has real implications for the bottom line.

• New McKinsey research found that employee disengagement and attrition could cost a median-size S&P 500 company between $228 million and $355 million a year in lost productivity.
• When comparing employee engagement levels, Gallup found that companies with engaged workforces experience an 18% difference in productivity, a 23% difference in profitability, and higher earnings per share, among other positive financial metrics.
• Gallup found that organizations with high engagement experienced 21% less turnover (for high-turnover organizations) and 51% less turnover (for low-turnover organizations). This helps organizations avoid the very real cost of turnover, which is estimated to be up to 200% of an employee’s salary.

The state of employee engagement.

Gallup recently reported that just 31% of workers were engaged with their work in 2024. Younger generations, in particular, have seen sharp decreases in engagement: older millennials (those born between 1980 and 1988) experienced a seven point drop between 2020 and 2023; younger millennials and Gen Z employees (born 1989 or later) also saw a decline—from 40% to 35% engaged. In research conducted by WebMD Health Services in 2024, we found that of all the generations, Gen X was the most emotionally engaged with work, followed by millennials, Gen Z and Baby Boomers. Importantly, our research also noted that disengaged employees reported the highest levels of burnout.

What are some factors driving employee disengagement?

Many of the factors behind this employee engagement low can be traced back to the pandemic. Organizations have experienced massive change resulting in new organizational structures; additional job responsibilities for individual employees; and reduced organizational budgets. On the personal front, after an extended period of remote or hybrid work, many employees have been asked to permanently return to the office full-time; inflation has caused financial stress; and a childcare crisis has made it more difficult for parents to secure reliable childcare.

Employees’ feelings about work in general have also undergone a dramatic shift. Research by McKinsey found two-thirds of employees felt that COVID-19 had caused them to reflect on their purpose in life.Many employees don’t feel appreciated by their employer and are increasingly disconnected from their company’s mission or purpose. Younger members of the workforce are demanding better work/life balance and flexibility. They also desire to work for an employer who cares about them as people and provides support for their lives both inside and outside of work.

Common sources of demotivation.

But, the pandemic notwithstanding, there are some common organizational and individual-level factors that will always influence employee motivation, and ultimately, employee engagement. Tops on the list are:

• Poor leadership
• A toxic workplace culture
• Lack of employee appreciation and recognition
• Limited career development opportunities
• Excessive workloads and poor work/life balance
• Lack of autonomy over one’s work or decision-making
• Unclear work expectations
• Insufficient compensation compared to market standards 
• A physical workspace (remote or in-person) that doesn’t support the employee’s needs.

8 tips for motivating employees.

So what can you do to motivate employees to show up ready to give their best?

1. Offer meaningful work and clear goals. Demonstrate how employees’ work contributes to the company’s larger mission by outlining clear goals and regularly communicating business results. Having a sense of purpose — the why behind the what — can help employees feel like they’re doing something meaningful beyond just a job.
2. Help employees feel they belong. Employees are trying to find a sense of belonging and stability in their places of work. They want to feel they can be authentic at work and develop meaningful relationships with colleagues. Members of Gen Z and millennials, in particular, want to work for inclusive organizations.
3. Recognize employees. When their hard work is recognized, employees feel motivated and they’re less likely to leave. Recognition can be as small as a handwritten note, or more formal through employee recognition platforms like TINYpulse, which allow employers to offer a range of recognition awards and encourage employees to recognize peers. In fact, peer recognition has been shown to increase the probability of a constructive team culture by 2.5x.
4.  Offer work flexibility. Allowing workers the flexibility to choose their hours or work remotely, when possible, helps them better manage personal and professional responsibilities, especially for caregivers. When employers prioritize flexibility, a workforce feels trusted and supported. All of this leads to higher engagement, greater motivation and improved performance.
5. Provide career advancement and professional development. Having well-defined career paths and robust learning and development opportunities can significantly boost motivation by giving employees a clear vision of their future—particularly for younger employees.
6. Train people managers in best practices to support employees. The old adage is still true: employees leave bad bosses, not bad jobs. An effective leader motivates employees by communicating regularly about the company’s mission and business performance, offering feedback, recognizing contributions, modeling healthy behaviors, and helping employees find meaning and purpose in their work.
7. Collect regular feedback so employees feel heard. Employees are motivated when they can provide upward feedback to leaders and managers. Employee listening tools like TINYpulse can help managers and leaders gather employee feedback and then respond to that feedback.
8. Create a motivating work environment. Dedicated space for collaboration as well as focused work; biophilia (plants, greenery, and fountains); natural lighting; and outdoor spaces to get physical activity or simply be outdoors all enhance the work experience and increase motivation. For employees who work remotely, ensure they have the right tools to collaborate with coworkers and an ergonomic, safe workspace.

Having a motivated workforce is essential to business success. On the heels of the pandemic and changing attitudes toward work, it’s critical to think strategically about what will motivate your employees to bring their A-game to work each day.

Boost employee motivation with TINYpulse.

Communication and feedback can significantly boost motivation. Our employee engagement solution, TINYpulse, streamlines internal communication and feedback collection to create a company culture of trust and transparency. Book your demo today to find out how TINYpulse can take your employee motivation to the next level!

What is employee disengagement?

Employee disengagement happens when employees feel disconnected from work, the company’s goals and the overall workplace culture. In other words, they are the opposite of an engaged employee, who is emotionally, cognitively, and behaviorally invested in their work.

Why is it important to monitor employee engagement?

It’s important to monitor engagement because when employees are engaged, they feel valued, motivated and inspired to perform their best, creating a healthy organizational culture. Engaged employees also positively impact the business. Employee engagement expert, Gallup, has found that business units in the top quartile of employee engagement achieve 23% higher profit.¹ They also experience less absenteeism, lower turnover, less shrinkage or theft, fewer safety incidents, fewer defects or errors, and higher customer loyalty and productivity.²

Yet current Gallup research shows that only 31% of employees are engaged, and 17% of employees are actively disengaged.³

Given the critical impact of engagement on business outcomes and workplace culture, what signs of employee disengagement should you be on the lookout for?

7 signs of employee disengagement.

Decreased productivity.

Employees who were once reliable may start missing deadlines, producing lower quality work or taking longer to complete routine tasks. This can have a direct impact on the business. Gallup estimates that organizations in the top quartile for engagement experience 18% greater productivity (sales) than organizations in the bottom quartile.⁴

Withdrawal from team activities and communication.

Disengaged employees tend to participate less in meetings, may avoid team gatherings, and generally contribute less to team discussions. They may also take longer to respond to emails and messages.

Increased absenteeism.

Employees who are not engaged may take more sick days, arrive late, leave early or take extended breaks during the work day. On the flip side, organizations with engaged employees experience 78% less absenteeism.⁵

Negative attitude.

You may notice that previously positive employees have become cynical, negative, or indifferent about work, projects, or company initiatives. Negativity among a few team members can quickly become contagious. Research from Harvard Business School finds that emotions intensify within groups and can result in suboptimal decisions and irrational choices.

Minimal effort.

One of the clearest signs of employee disengagement is an employee who now does the bare minimum of work, when they would typically go above and beyond. In recent years, this phenomenon has been termed “quiet quitting,” which is characterized by “being less willing to engage in activities known as citizenship behaviors: no more staying late, showing up early, or attending non-mandatory meetings.”⁶

Resistance to change.

When employees become disengaged, they often feel disconnected from the organization’s goals and less invested in the company’s success. When an employee is emotionally checked out from their role and the organization, they may view change as a burden rather than an opportunity to grow and improve.

Lack of initiative.

Engaged employees are more willing to take on new challenges. So if an employee is no longer volunteering for new projects, sharing ideas, or seeking growth opportunities within the organization it could be a warning sign.

How to solve for employee disengagement.

If you notice several of the above signs of employee disengagement, it’s time to act. Employee disengagement is complex and there is no one-size-fits all solution, but using a diagnostic employee engagement tool, like TINYpulse by WebMD Health Services, is a good way to understand what is driving current engagement levels and create an action plan to address the causes of disengagement.

TINYpulse does this in three ways:

• Employee Engagement Surveys. These are used to determine the exact location of disengagement throughout multiple teams and departments.
• Key Driver Analysis. Based on the results of your engagement survey, the key driver analysis can determine the most impactful areas to work on.
• Progress Plans. These provide a clear, easy way to track engagement goals and share progress across your organization.

Employee disengagement can quickly spiral out of control if it isn’t addressed quickly. Be on the lookout for these 7 common signs, and book a demo to learn more about our employee engagement solution and how it can help you increase employee engagement in your organization.

Key takeaways.

• Workplace stress and burnout are common. They occur in all kinds of organizations, not just companies with poor management or dysfunctional cultures. Some of the most common causes of workplace burnout and stress include work overload, role conflict, high levels of ambiguity, pressure from management and a lack of support and feedback.
• Burnout can happen when highly engaged employees experience low well-being due to unmanaged personal and/or workplace stressors. It’s also “contagious” — it can spread toxicity across a team or spill into people’s home life.
• The good news is, burnout is preventable. With strong manager support and an understanding of what causes job burnout, employers can more readily know how to prevent burnout in employees.

What is employee burnout?

Burnout is defined as a response to prolonged exposure to emotional, physical and interpersonal stressors. As stress accumulates, employees begin to feel emotionally and physically exhausted. They also become cynical about their work, leading to high levels of apathy and reduced efficiency. Stress in the workplace comes from many sources, including team conflict, tight deadlines and heavy workloads.

How WebMD Health Services defines employee burnout.

Our WebMD Health Services Center for Research defines burnout as feeling emotionally drained, negative about work, unable to make an impact, and overwhelmed by workload.

The three phases of employee burnout.

Burnout occurs in three phases: low risk, moderate risk and high risk. In the low-risk phase, employees are still engaged in their work. There’s a low level of stress, but it’s manageable. Employees in the moderate-risk phase are still engaged, but they have high levels of manageable stress. Due to this stress, they may have trouble focusing on work activities. In the high-risk phase, stress becomes unmanageable. As a result, engagement declines.

Common causes of workplace burnout.

• Overload: When your employees have a never-ending stack of tasks and not enough time in the day to complete priorities, they’ll begin to feel stressed and exhausted.
• Pressure: Many employees feel the pressure to perform, especially if they’re involved in high-value projects. This pressure can build up over time, increasing the risk of burnout.
• Role conflict and ambiguity: Some employees burn out due to high levels of role conflict, which occurs when they’re asked to complete tasks or achieve goals that are incompatible with each other. A high level of ambiguity or uncertainty regarding work-related goals and tasks also contributes to burnout.
• Lack of support from managers: Employees deserve constructive feedback, fairness, equity and transparency/involvement in decision-making. When they don’t get the support they need, their stress may become unmanageable.
• Disconnect from personal and company values: A poor match between an employee’s personal values and the company’s professional values can lead to high levels of stress and burnout.
• Broken “psychological contract” between employers and employees: A psychological contract is a set of unwritten expectations. If team members feel that an employer isn’t following through on the contract, they’re less likely to remain committed.
• External stressors: Employees are humans with families, personal goals and dreams for the future. Even if things are going well at work, external stressors — such as caring for an elderly parent or worrying about medical bills — can lead to burnout.

Any of these factors alone or in combination can lead even your best people to withdraw from their work. In the past, companies have had a more hands-off attitude about staff’s internal feelings and well-being, but now employees expect it of their employers. And companies benefit from managing and knowing how to reduce burnout in the workplace.

The importance of burnout prevention and reduction.

Engaged employees drive real business results — they’re energized, enthusiastic and focused. Engaged employees enjoy their work, help boost productivity, performance, morale and growth.

Ultimately, employee engagement is good for people and for business.

Companies with engaged employees are:

• 78% more profitable
• 40% more productive
• 5x less likely to have a safety incident
• Likely to have 2x the revenue growth of their peers

However, burnout can happen when highly engaged employees begin to have low well-being due to unmanaged personal and/or workplace stressors. To be burned out at work, an employee has to be highly engaged. The employee has to be all in and care deeply about their work to get to the point of feeling burned out. This means top-performing, highly engaged employees are at the highest risk for burnout.

Without a manager’s support or the ability to resolve stressors for themselves, engaged employees can eventually burn out. And the consequences can be huge. Burnout results in low productivity and high employee turnover—especially turnover of the most talented and productive people that employers can’t afford to lose.

11 ways to prevent and reduce burnout.

The good news is that burnout is preventable. With strong manager support and an understanding of what causes job burnout, employers can more readily prevent their top talent from burning out.

1. Prioritize employee well-being and stress management.

With so many employees experiencing burnout, there’s clearly something missing from many workplaces. That missing link is well-being, or a state of physical, emotional and financial wellness. A lack of well-being makes it more difficult for employees to manage stress, increasing the risk of burnout. It’s obvious why employers want to foster engagement, but few know how to foster high engagement and high well-being at the same time. Employee well-being drives engagement, and vice versa. When employees are engaged in their work, they feel good and live with a sense of purpose.

2. Authentically support both managers and employees.

Managers play a critical role in ensuring employees have a great experience. They’re not only responsible for the career path of the employee, but they’re also responsible for bringing the company values and culture to life. It’s imperative that companies help managers understand how to do this. And it’s not just about well-being. Managers play a big role in employee engagement. In fact, they account for up to 70% of variance in employee engagement. Employees who rate their manager as excellent are five times more engaged than employees who rate their manager as poor, according to a Gallup report.

Examples of how managers can support their employees include:

• Maintaining a reasonable number of work hours
• Realizing personal potential and learning new things
• Using their greatest strengths
• Fitting professional abilities with role and responsibilities
• Feeling valued and respected
• Feeling supported by a manager and organizational support

Managers who strive to create these conditions for their employees will be more likely to have employees with high well-being and who are truly engaged while proactively mitigating the risk of employee burnout.

3. Provide recovery time and breaks.

Everyone needs a break to recover. Employees pushing themselves to the limit at work is not only unproductive, but it also leads to burnout. Managers should adjust workloads, create realistic expectations and be aware when someone has been going full throttle in overdrive for too long. While recovery time or breaks help deal with the symptoms of burnout, they don’t provide a real solution. Make sure managers also focus on the root causes.

Managers should meet with each of their direct reports each week for a one-on-one meeting. In this weekly meeting, managers should be sure to check on the employee’s overall well-being and address any issues that arise as quickly as possible. Design a plan for your employees to achieve their goals—balance is key.

To achieve that balance, managers must watch for signs of excessive absenteeism and address them if they occur. One of the best ways to avoid overloading employees with work is to keep up with the regular workload. You can’t do that if employees are missing an excessive number of work hours. 

4. Allow employees to set boundaries.

How people think about stressors has an impact on their ability to handle and recover from them. What’s stressful to one person can be energizing to another — it’s subjective. For some, stress is enhancing and exhilarating, while for others, it’s debilitating. When managers know how employees think about stress, they can help them cope with it better and prevent burnout.

Give employees permission to set emotional boundaries with their work by identifying limits and recognizing feelings. Without boundaries, employees are vulnerable to crippling disappointment when they receive critical feedback. When managers or executives support well-being improvement, employees will follow.

Help employees find their “sweet spot” of stress. Acute (good) stress keeps you on your toes, ready to rise to a challenge. Chronic (bad) stress, and our response to bad stress, can lead to many health problems, both physical and mental. Encourage employees to leave an hour early after a particularly stressful day or to take a break when needed.

5. Build social connections.

People are wired to be social. And the more we can rely on each other for support, the better off we are. In fact, social support positively relates to important factors that impact stress, health, well-being and engagement. Employers have the unique ability to foster community among employees by boosting team support and social networks. These social connections will help employees get the support they need and help guard against burnout.

Challenge employees to create a plan to connect with a friend, family member or colleague at a scheduled time each week. Schedule weekly team lunches, go on a walking meeting or plan a team-building activity or happy hour. Celebrate your employees, and bring teams together to refresh and rejuvenate as a company to prevent work burnout. This will lift their mood and help them feel connected.

Connections inside and outside the workplace are essential for increasing well-being, which ultimately helps prevent burnout. Employees and managers should feel a strong sense of connection to what they’re doing, regardless of whether they’re on the clock or on their own time.

6. Help employees find their purpose.

Helping employees connect to their purpose is key for workplace burnout prevention. When people have a real emotional connection to their work, they’re more connected to the company and their own purpose. This helps put things into perspective when work gets hectic.

Connect each employee’s role to your organization’s mission and values. Connecting roles to how jobs directly contribute to the goals of the company helps reinforce why each employee’s role matters.

Help employees take ownership in crafting their job. Job crafting involves intentional reflection on how the employee frames their job and the purpose and meaning derived from it. This exercise will help employees think through small changes they can make to take more ownership over their role and uncover their unique set of skills and strengths that make them great at their job.

7. Encourage flexible work arrangements.

Workplace flexibility reduces stress by giving employees a greater sense of control over their lives. When possible, offer flexible work schedules or allow employees to work from home. Employees tend to be more committed when they have the flexibility needed to balance their personal and professional responsibilities in a productive way. In some cases, employees are more productive under flexible arrangements than they would be if they had to spend an entire day in the office. This reduces stress for many people, and it may also help companies reduce the cost of office space, utilities, equipment and commuting benefits.

8. Take a holistic approach to wellness.

The term “wellness” often focuses on physical health, but true well-being has multiple dimensions. A holistic approach recognizes that employee well-being is influenced by a wide range of factors, giving employees the tools they need to manage stress effectively. Establishing a holistic wellness program reduces employee burnout, increases engagement, improves productivity and makes it easier to create a culture of caring. Holistic wellness addresses these five dimensions:

• Physical
• Mental
• Social
• Financial
• Work

9. Set clear expectations.

Keeping their boundaries in mind, make sure employees know what you expect of them. Understanding expectations helps employees feel more in control, reducing the risk of burnout caused by ambiguity and role conflict. When you outline your expectations, be as clear as possible to prevent misunderstandings that can lead to increased stress.

10. Provide feedback and transparency.

One of the most common causes of burnout is a lack of feedback and transparency from management. It’s essential for employees to feel valued and in control of their professional growth, but it’s difficult to feel in control if managers don’t provide actionable feedback. Empower employees by identifying their unique strengths and giving them opportunities to improve upon their weaknesses.

Regular check-ins and progress meetings are helpful for employees and managers alike. These sessions give employees a chance to be heard and help create an inclusive environment. When employees feel included, they’re less likely to feel stressed, increasing engagement and reducing the risk of burnout. Employee feedback tools are a great place to start if you’re looking to improve communication, transparency and recognition in your workplace.

11. Provide resources for burnt-out employees.

Organizations and managers need to simultaneously help employees address and manage their stress and workload while enabling them to allocate time to replenish and build their resources. Resources are the physical, psychological, social or organizational aspects of the job that help achieve work goals, reduce job demands or stimulate personal growth, learning and development. Think of resources as the well-being drivers that people draw from to help combat the negative effects of stress.

Resources can include:

• Time to relax and disconnect: When employees disconnect from work, they have a chance to release stress and clear their minds of work-related worries. This can help prevent burnout in the long run.
• Time and space to focus on building good relationships: Strong relationships can help employees deal with work-related stress in a productive way.
• Prioritizing care of emotional and physical health: Employees can’t be their best if they’re worried about their physical or mental health. Offering health-related resources ensures that team members have the tools they need to improve their well-being.
• Helping people reconnect meaning to their jobs: Employees are more likely to be engaged and productive if they have a strong sense of purpose.

Prioritize burnout prevention and reduction with WebMD Health Services.

Employees who are completely burned out have lost sight of meaning in their work. Managers and organizations must recognize burnout and help reestablish meaningfulness in employees’ lives and work. Employee burnout is real, and it’s affecting millions of workers globally. It’s imperative that companies understand the impact burnout has on employee engagement and business results—and know the tools and strategies for how to reduce burnout in the workplace. It’s up to organizations (and managers) to spot signs of burnout and intervene as quickly as possible.

Companies should strive to prevent workplace burnout in the first place by focusing on employee well-being and manager support. When employees are burned out, companies and managers need to take an active role in helping the employee recover. Burnout isn’t a personal issue, it’s an organizational issue. Burnout needs to be addressed at all levels of the company to effectively prevent and combat it.

WebMD Health Services offers proven solutions to help employers promote well-being and reduce the risk of employee burnout. Learn more about our well-being and engagement solutions and then book a demo to find out how they work.

It feels good to be noticed, and it also encourages you to go above and beyond the next time. On the flip side, if you’ve worked for a company that doesn’t give recognition, you know how demoralizing it can be. Without that “thank you,” you’re not exactly inspired to invest the same level of effort in the future.

Employees want recognition…and they’re willing to leave a job to get it. 

Recognition for a job well done is something all employees want and deserve. And when they don’t get that acknowledgement, it can have a direct impact on workplace culture and their desire to stay with an organization. 

Unfortunately, employees right now aren’t getting much recognition, and aren’t satisfied with the amount of recognition they’re receiving. Quantum research found just 35% of employees receive recognition monthly or weekly. Of these employees, half would like more recognition for their work. A study by Workhuman found more than half of employees reported feeling only somewhat valued (46.4%) or not valued at all (10.7%) by their organization.

Why is this concerning? According to Gallup, employees who do not feel adequately recognized are twice as likely to say they’ll quit in the next year. When you consider it can cost up to double an employee’s salary to replace them, this has a real cost to the organization. 

The good news is that you can avoid costly turnover by improving your organization’s approach to employee recognition and rewards.

Companies with recognition programs perform better.

Employee recognition programs are associated with a number of benefits, including increased employee engagement and productivity, which together add up to a healthier bottom line. One study found an 18x increased probability of great work when employees are recognized. 

A joint study by WorkHuman and Gallup found “if the median business in Gallup’s database simply doubled the number of employees who strongly agree they have received recognition or praise for doing good work in the last week, that business could see a whopping $92M in gained productivity.” 

With data like this it’s easy to see how the simple act of recognition can be a supercharger to the bottom line.

Need more evidence? 

If you’re still not convinced of the power of employee recognition, consider these stats:

• Recognition keeps people.
  • According to TINYpulse data, 21.5% of employees who don’t feel recognized when they do great work have interviewed for a job in the last three months — compared to just 12.4% who do feel recognized. 
• Recognition builds trust and a sense of purpose.
  • A Gallup study found:
    • 66% of those on adequately praised teams strongly agree with this statement: “I trust the colleagues with whom I work on a regular basis.” Just 26% of employees who don’t receive team-based recognition trust their colleagues.
    • More than half of the people on teams that are recognized strongly agree that they “openly share information, knowledge and ideas with each other.”
    • 74% of those who say their team receives praise also strongly agree that they “have the feeling that what [they are] doing at work is valuable and useful.” 

The bottom line: if you want to keep employees, inspire them to do their best work, achieve better business results, and foster a healthy organizational culture, show employees you appreciate them. 

So how do you do it?

Here are 20 ideas for employee recognition and rewards—just in time for Employee Appreciation Day. 

1. Handwrite a letter.

One of the easiest ways to recognize great work is by writing an employee recognition letter—preferably by hand. Make sure to be specific about the specific achievements you are recognizing and why they matter to the company. Use positive language, be personal and genuine in tone, and show appreciation and gratitude for their efforts.

2. Make a personalized employee recognition certificate.

Seems trivial, but when your employee goes above and beyond, give them an old-school employee recognition certificate they can post at their desk for all to see.

Don’t have an in-house graphic designer? No problem. You can buy employee recognition certificates at an office supply store or online.

3. Award a recognition plaque.

For extra-special recognition, including milestone anniversaries, take recognition to the next level with an employee recognition plaque. There are lots of online retailers who will personalize the plaque with your company’s logo and the employee’s name. 

4. Give positive feedback in meetings.

It’s one thing to congratulate employees on a job well done in a private e-mail or a one-on-one meeting. It’s quite another thing to give positive feedback in front of their peers.

When it makes sense, sing your team member’s praises when other people are around. Peer recognition is important, and it makes you look good, too. Of course, if the individual is uncomfortable with public feedback, sharing it privately will be a better strategy.

5. Use employee feedback tools.

Recognition doesn’t always have to be top-down. Sometimes, recognition can pack an even bigger punch when it comes from colleagues.

By investing in employee feedback tools, you can create a feedback-driven culture where everyone is encouraged to recognize the hard work of others on a regular basis. Our TINYpulse by WebMD Health Services Cheers for Peers tool allows employees to publicly recognize and thank their colleagues for outstanding contributions by sending them a virtual pat on the back.

6. Mix it up with gift cards and physical rewards.

A $25, $50, or $100 gift card to Amazon, a grocery store, or a local restaurant is a relatively easy and affordable way to strengthen your employee recognition program.

Keep in mind, however, that you don’t want to only give your team monetary awards to show your appreciation. Gift cards should be just one tool in your company’s employee recognition arsenal.

7. Take your team out and share a meal.

Everyone needs to eat, so consider taking your team out for a meal. Depending on the circumstances, it could be a mid-week lunch, a fancy dinner at the end of the quarter, or a formal holiday party.

8. Let employees take an extra day off.

When employees accomplish something great, reward them with an extra day away from the office. They can use that time however they want—hanging out with their families, relaxing on the couch, or catching up on extra sleep. They’ve earned it.

9. Take your team on a ‘field trip’.

Employee recognition doesn’t have to be confined to the office.

You can say thank you to your employees by planning a group outing. It could be a speaking event, local conference, public park, a sporting event, or a local museum—the choice is yours! 

10. Give a shout-out on social media.

Employee recognition doesn’t have to stay within company walls, either.

Recognize your team’s hard work with a mention on workplace social media or LinkedIn. It’s an easy and affordable way to make sure plenty of people know how much you appreciate your staff.

11. Create a company Wall of Fame.

At WebMD Health Services, we believe that happy companies are capable of doing great things.

One way to build a happier company is by creating a Wall of Fame in a visible location in your office. Each month, add an employee’s photo to your Wall of Fame to recognize them publicly for their great contributions.

12. Give out company swag.

You can recognize your employees’ hard work by giving apparel, mugs, backpacks, etc. that are branded with your company logo.  

13. Schedule a team community service project.

Consider an out of the office volunteer day as a way to recognize employees. This could be helping out at a food pantry, volunteering at a senior living community, or cleaning up the environment. Ask team members for input about the causes they care about. Not only will this activity give employees a day off from work, it’s also a way to strengthen team bonds.

14. Write a thank-you sticky note.

It’s simple, yet effective: Spend a few minutes writing some quick words of praise on sticky notes and post them in your employees’ workspaces.

A few kind words can go a long way toward inspiring your team.

15. Make a charitable donation on your employee’s behalf.

Don’t underestimate the power of company matching donations to causes your employees care about. 

According to Fidelity Charitable, employees want to feel good about where they work, and increasingly want to align their career choices with their values by working for employers who give back.

16. Hand out a company trophy.

Create a unique company trophy and award it to a high-performing employee for a period of time. Then, ask that awardee to pass the trophy to an individual they feel is deserving of it. It’s a great way to both recognize employees who go above and beyond and build camaraderie on teams.

17. Invest in professional development.

Today’s employees, and younger employees in particular, care a great deal about professional development. In fact, many look to whether a company offers professional development opportunities when considering where to work. Yet, according to SHRM, 29 percent of employees don’t feel optimistic about the opportunities they have for training, upskilling or learning new skills. Reward your high achievers with additional development opportunities throughout the year to keep them engaged.

18. Share recognition in all-employee forums.

As we mentioned before, there’s nothing quite like getting recognition in front of your peers. Let all-hands meetings, town halls, workplace social media, and team building events be forums for regularly recognizing employees’ good work. 

19. If your workforce is fully onsite, consider a remote day every now and then.

The pandemic showed us that most workers are able to be productive working remotely. Although many employers have asked employees to come back into the office five days a week, various studies show that employers who offer hybrid work see better engagement, retention and satisfaction. So, consider rewarding top performers with the flexibility to work remotely on occasion.

20. Allow your team to work on special projects.

Working on the same kinds of projects and tasks can become monotonous. That’s why Google makes it a practice to encourage employees to spend 20% of their time working on side projects. If you can’t allow this organization-wide, let passion projects become a reward for high performance. It’s an easy way to inspire your team, while helping them develop new skills. 

Learn more about how TINYpulse by WebMD Health Services can help your organization improve its employee recognition and rewards program. To see TINYpulse in action, book a demo.