Why it’s important for employees to hear from leaders about workplace well-being.

Many workplaces say employee well-being is an organizational value but often fail to support it in practice. What tends to be missing is visible leadership commitment. If leaders do not openly discuss, support, and practice well-being, it’s clear that the commitment to well-being is merely lip service. Harsh, I know, but it’s true.

When leaders make it a priority to discuss the importance of well-being at every employee forum and actively practice healthy behaviors in their lives, it’s a game-changer. Managers feel empowered to prioritize their own well-being and more comfortable urging their team members to engage in healthy behaviors. Essentially, there is a “leadership cascade effect” that amplifies the message and signals to everyone that well-being is core to the organization.

How leadership support can strengthen a culture of well-being.

Here are seven ways leadership involvement can be the driving force to help strengthen a culture of well-being at work.

1. Leadership can increase the psychological safety of well-being—particularly for mental health.

Psychological safety is a critical component of high-performing teams. And it’s something that can also be applied to well-being. When leaders are open, honest and vulnerable about their well-being, employees are more likely to feel psychologically safe to engage in healthy behaviors of their own. This is particularly important when it comes to mental health. When leaders share personal connections to emotional and mental health, they help to normalize and reduce the stigma of mental health at work.

Unfortunately, in a study by Mind Share Partners, less than 40% of workers saw their leaders as advocates for mental health. The study also found workers’ comfort talking about mental health at work has declined, with just 19% feeling comfortable talking to senior leaders versus 37% in 2019.

On a personal note, in December, I was diagnosed with a brain tumor. I was scared, depressed and vulnerable, but I decided to be open about my health situation. As a senior leader at WebMD Health Services, I wanted our employees to know we have a culture where we should feel comfortable talking about our mental and physical health and that we will support them with any health challenge.

2. Leadership empathy is a critical skill and an important ingredient for employee well-being.

As Harvard Business Review writes, “empathy is the ability to show compassion for another person without personally relating to them through firsthand experience. For a manager, it means you can put yourself in someone else’s shoes to understand where they’re coming from, share that you understand, and thoughtfully respond to their feelings, thoughts, and circumstances.”¹ In the absence of empathetic leadership, a toxic workplace, low morale, high turnover² and burnout can result.³

3. Organizational care demonstrated by leadership has a profound impact on the employee experience.

In a recent study, WebMD Health Service’s Center for Research examined the concept of organizational care. The study broke respondents into two categories: those with a strong perception of their organization caring about them, and those without a strong perception of care. We then compared how each group rated six key experiences in their organization, ranging from leadership valuing employee input, to manager support, to psychological safety and belonging.

The magnitude of difference between the experience of those who felt cared for was enormous. Employees with a strong sense of organizational care rated the six key experiences up to 91% higher than those who didn’t perceive their organization cared about them; in every area there was at least a 50% difference.​ That all adds up to a significantly different day-to-day experience for employees.⁴

4. Leadership support of well-being can increase employee engagement, reduce burnout and lead to greater retention.

Our Center for Research found that employees with a strong perception of organizational care report 56% higher engagement, 37% lower burnout and greater retention compared to those who feel less supported. Outside of work they also experience higher overall well-being and life satisfaction.⁵

5. Leaders can help employees make the link between well-being and performance.

Leaders must stress that personal and professional growth is tied to well-being. In fact, nearly 80% of organizations with well-being programs that follow best practices have leaders who understand the connection between well-being and business results.⁶ And, numerous studies have proven that investment in employee well-being is correlated with better financial performance and the ability to provide positive returns to shareholders.^{7 8}

To demonstrate this link, leaders should include well-being goals as part of the performance management process, recognize managers and employees who prioritize well-being, and ensure future leaders are trained on the importance of well-being in the workplace.

6. Leaders’ visible commitment to well-being can spur employee participation.

Whether it’s blocking time for fitness or family, protecting non-work time, or taking advantage of paid time off, leaders’ actions speak volumes. In fact, research from the Health Enhancement Research Organization (HERO) found that leadership support—more than any other factor—predicted participation in health screenings, improvement in health risks and medical costs, and perceptions of organizational support.⁹

7. Leaders must listen and apply feedback.

Leaders play a key role in encouraging open dialogue about the well-being program so that it continually evolves to meet employees’ wants and needs. This includes safe feedback loops (for example, anonymous pulse or engagement surveys) so employees feel comfortable sharing ideas and suggestions for how the program can be expanded or improved.

Cultivate employee well-being through visible leadership support.

Leadership support is the cornerstone of a successful corporate well-being program, creating a cascade effect that permeates throughout the organization. When leaders authentically model healthy behaviors, openly discuss well-being, and demonstrate genuine commitment through their actions they create psychological safety that empowers employees to prioritize their own well-being.

This visible leadership commitment not only reduces stigma and normalizes well-being conversations, but also drives tangible business benefits, including increased employee engagement, higher trust levels, and improved financial performance. By linking well-being to performance outcomes, actively participating in programs, and creating feedback loops for continuous improvement, leaders can transform well-being from lip service into a lived value that enhances both individual employee health and collective success.

Start your journey toward creating a culture of well-being with WebMD Health Services.

WebMD Health Services is on a mission to help companies truly care for their employees while also impacting business results. If you need help learning how to create a culture of well-being at your workplace, request a demo or contact us at connect@webmd.net.

The Empower mission is to “connect, collaborate and create.” Our goal is to provide an intimate event where our clients have many opportunities to learn from their peers, interact with WebMD team members and meet our WebMD ONE partners—all in an environment that is conducive to well-being. 

Each day was infused with wellness activities.

We started each day on the right foot with the choice of a 5:50 a.m. run, walk or yoga class. Our WebMD ONE partners also offered massage stations during our networking hour and the chance to partake in moments of well-being throughout our packed agenda. A big thank you to our sponsors: Lifespeak Inc., Togetherall, RethinkCare, Kaia Health, eHealthScreenings, Enrich, and deluxe.

We kicked off the event learning about “leading with the heart” from Cynthia “Cynt” Marshall.

We couldn’t have asked for a more inspiring keynote address from Cynthia “Cynt” Marshall, Consultant and Former CEO, Dallas Mavericks, President and CEO, Marshalling Resources. Cynt shared her journey championing cultural transformation, fostering transparency, and creating a purpose-driven workplace. 

She shared how she aligned leadership with team support, prioritized well-being at every level, and navigated challenges to build a culture of resilience and collaboration. She stressed the importance of authentic leadership as the heart of a thriving workplace culture. Through her own health journey, she stressed the importance a corporate well-being program had on her. Attendees left the session feeling motivated to lead with empathy and drive lasting change in their own organizations. And of course, let’s not forget learning how to do the Cupid shuffle!

The Center for Research unveiled the results of their latest study.

Our Center for Research revealed key insights from their 2025 Annual Workplace and Employee Survey, including information of the rise of mental health concerns, barriers to better mental health, which populations are in need of mental health support, and the impact of mental health on employee engagement.

We also explored the importance of “organizational care”—the extent to which individuals perceive that an organization is committed to their well-being—and why it is essential for today’s workplaces. The discussion provided a critical connection between employee experience and well-being, and how when employees feel supported and engaged, they perform at their best, driving business success. 

Other Empower highlights included:

• A breakout session with EMI Health on the secret to driving engagement for health plans. 
• A deep dive into the business case for investing in the well-being of employees and members. 
• A fireside chat with Stellantis and their 40 years of well-being partnership. 
• The power of coaching through real-world insights and impactful examples. 
• How data can be transformed into a compelling value story for our clients’ well-being programs. 
• How communication connects people to a purpose; fuels engagement, trust and belonging; drives alignment and action; and supports change and resilience. 
• From participation to real impact—a blueprint for well-being program success. 

Our WebMD ONE partners also had the chance to showcase their expertise.

• LifeSpeak, Inc. shared research-driven insights and practical solutions to foster well-being at work and at home. We learned how to recognize and prevent burnout before it escalates, and create environments where employees feel valued and heard and are able to perform their best. 

• RethinkCare explained how neurodiversity is a competitive advantage and something organizations need to consider, given that 50% of Gen Z identifies as neurodivergent. They shared how to recognize cultural and environmental factors that affect career success, understand the impact of masking neurodivergence, and take actionable steps to support and enhance the well-being of all employees. 

• Togetherall helped us understand the ingredients driving the “crisis narrative” of mental health and reviewed the key concepts underlying the next-wave mental health supports designed to address loneliness, foster resilience, coping, and wellness for large populations. 

• Kaia Health explored effective strategies to transform digital care from accessible to indispensable. We discovered how innovative technology, patient-centric orientation, and habit-building techniques work together to ensure digital health solutions are integrated to improve care. Using the example of pain management, Kaia Health shared how the combination of technology and the human touch (coaching) can combine to keep people motivated by tapping into intrinsic motivation.  

Here’s what our clients had to say about Empower this year…

“It doesn’t feel like a conference, it feels more like a family reunion.”  

“I had an absolutely fantastic time at Empower. It’s truly one of the highlights of my year. The energy, insights, and connections made it an invaluable experience, and I already can’t wait for next year.” 

“From energizing learning sessions to beautifully curated (and deliciously healthy!) meals, every moment nourished both mind and mission. Feeling refreshed, recharged, and inspired to keep championing well-being—at work and beyond.” 

“We had a fabulous time. The meeting content and the overall organization of the time together was excellent. Looking forward to attending again.” 

“We had a great time at Empower. It was great seeing everyone, connecting our program and discussing areas we can improve and what’s working for our group.” 

We hold Empower each year in unique, amazing locations. It’s the perfect opportunity to soak in the latest and greatest thinking about well-being, be inspired by your peers, and take time for yourself to relax and be well.

Top Mental Health Awareness books to read this year.

Check out these inspiring stories of overcoming and harnessing your mental health and destigmatizing the topic:

Without a Doubt: How To Go From Underrated To Unbeatable

by Surbhi Sarna

Using childhood inspiration, Sarna took the unconventional route to be a founder, developing a life-saving medical device and starting a venture firm. She persevered through prejudice and doubt to achieve business success while managing to lead empathetically, empowering others to think differently, and maintaining her honesty and approachability. In this book, she shares not only her powerful story but insights on overcoming self-doubt and building resilience that will leave you inspired.

View on Amazon

Stop Overthinking

by Nick Trenton

Feeling stuck in your never-ending thoughts? This book will help you stay present and stop overthinking to “overcome negative thought patterns, reduce stress and live a worry-free life.” Author Nick Trenton taps into behavioral psychology principles to pinpoint areas for change through practical wisdom and applicable solutions.

View on Amazon

There’s An Elephant in Your Office

by Ashley Sides Johnson and Andrea Sides Herron

Join authors Ashley Sides Johnson and our VP of HR Andrea Sides Herron on a transformative journey. This insightful book delves into the crucial topic of mental health in the workplace, offering practical tips to support employees facing mental and emotional challenges. Through the metaphor of elephants representing individuals experiencing mental illness, Johnson and Herron guide employers, managers, and supervisors in creating a nurturing environment where everyone can thrive.

View on Amazon

The Anxious Achiever

by Morra Aarons-Mele

As a writer, entrepreneur and mental health advocate, Morra Aarons-Mele uses her second publication on mental health to bring credibility and actionable advice on and how to create a mentally healthy workplace. Anxiety disorders are the most common mental illnesses in the world. But in the workplace, anxiety can be a hidden problem — in plain sight but ignored. This is a book with a timely mission: to destigmatize mental health, normalize anxiety and open dialogue with leadership. Filled with personal stories, research-based insights into mental health, and lots of practical advice, the author shows us that anxiety doesn’t have to stop us — it can actually be managed, channeled, and repurposed as a superpower in work and in life.

View on Amazon

How To Meditate Like A Buddhist

by Cynthia Kane

Cynthia Kane is a communication expert, who uses her books to discuss the role of communication and self-awareness in maintaining healthy relationships and managing stress. “How to Meditate like a Buddhist” demystifies this ancient practice and gently teaches you everything you need to know about building a meditation practice that works for you, including detailed guidance on posture, breathing, mindset, overcoming common obstacles and more. Kane gives her own personal story and the role of mindfulness. If you are looking for a step-by-step guide for beginners that is smart, easy-to-follow and educational on meditation, look no further!

View on Amazon

Life Inside My Mind

By 31 different authors

In this powerful collection of essays about mental illness, 31 authors share their personal perspective on mental illness along with their loved one’s experiences. Contributors to this anthology are all best-selling, award-winning Young Adult authors that can help inspire this generation and hopefully break the stigma on mental illness. This collection of honest true-life stories provides “a home to those who are feeling alone” and aims to “open the floodgates to conversation.”

View on Amazon

The Broken Road To Mental Health In Life And Business

By Sharon Fekete

Who hasn’t struggled at some point with self-doubt, fear, unhealthy behaviors or the extraordinary pressures we put on ourselves today? Sharon Fekete, also known as the “The Doctor Whisperer”, shares her powerful and honest journey to overcome mental health challenges and find success in both her personal and professional life. She candidly exposes her vulnerabilities from the past to discuss how to navigate the complex healthcare system and manage stress. She is raw and transparent with her personal experience and leaves the reader hopeful, strengthened and equipped with practical tips to navigate the world.

View on Amazon

So there you have it—the best mental health awareness books to read this month.

As we all know, increasing the awareness and understanding of mental health is crucial to breaking down the stigma and providing support to those in need. By exploring the powerful narratives and insights found in the seven must-reads, we can gain valuable perspectives, guidance, and inspiration on our own mental health journeys. Let us continue to prioritize mental well-being, promote empathy and compassion, and encourage open conversations surrounding mental health all year round. Together, we can foster a more informed, empathetic and supportive community for all.

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.

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.

Stress can be good for us in small doses—until it turns into burnout.

A small amount of stress is good for us. It’s what gets us up in the morning and spurs us to do our best work. It’s normal to have a certain amount of stress related to our jobs. But when work stress is unrelenting, it can lead to burnout and have a negative effect on our health. 

What is workplace stress and burnout?

Burnout is not the day-to-day, short-term stress or pressures we might occasionally feel, but rather something that is chronic, intense and unrelenting. 

Burnout, according to the World Health Organization, is a syndrome resulting from chronic workplace stress that has not been successfully managed. 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.

What are the signs of burnout?

Burnout affects both the mind and the body. For example, an employee suffering from burnout might complain of mental and physical exhaustion and poor sleep. They may also experience headaches, stomach pain, and increased blood pressure. In more severe stages of burnout, people can become depressed or misuse drugs and alcohol.

But there are other other signs of burnout in the workplace managers can look for:

• Increased anger or irritability.
• Job dissatisfaction or disengagement.
• Taking an excessive number of sick days.
• Trouble meeting deadlines or focusing on tasks

Burnout numbers are cause for concern.

New studies about post-pandemic employee burnout are emerging, and the numbers are not good.

 A 2024 study conducted by WebMD Health Services’ Center for Research revealed:

• One-third of employees are experiencing burnout. 
• Employee perceptions of burnout increased over 25% from 2022 to 2024. 
• Higher burnout levels among Gen X (born between 1965-1980), senior managers and director-level employees. 
• Higher levels of burnout amongst those working fully onsite versus those with flexible work arrangements, such as hybrid work. 
• Managers report the lowest scores for work-live balance, along with the highest levels of stress and anxiety.
• 53% of managers report feeling burnout-out at work, slightly higher than employees in general

The Society for Human Resources’ Employee Mental Health in 2024 Research Series also found 45 percent of workers feel “emotionally drained” from their work, and 51 percent feel “used up” at the end of the workday. 

What are the causes of stress and burnout at work?

There are many causes of stress and burnout at work. We’ve included a few of them below:

• Overwhelming workload: Too many tasks with too little time to complete them effectively. 
• Unrealistic expectations: Being pressured to meet unreasonable deadlines or performance standards. 
• Lack of autonomy: Feeling like you have little say in your work responsibilities or schedule. 
• Poor communication: Lack of clear direction or insufficient feedback from managers and the organization. 
• Ineffective leadership: Managers and leaders who provide little support, guidance or recognition. 
• Lack of appreciation: Feeling undervalued or not recognized for contributions. 
• Toxic work environment: A culture of conflict, negativity, or workplace bullying.
• Work-life imbalance: Difficulty disconnecting from work due to long hours or constant connectivity. For remote workers, the blurred lines between work and life can add to burnout. 
• Constant change: Frequent organizational restructuring or changes in priorities cause stress. 

The external environment is also contributing to burnout and stress.

Layered onto these burnout causes are new, external factors. Worries about the economy and rising costs are causing significant financial stress. There is anxiety about the geopolitical landscape and our own political divisions. Climate disasters have disrupted  many parts of the country. All of this is leading to what some are calling the Great Exhaustion, and it naturally spills over into how employees show up to work each day. 

What is the risk of high levels of stress and burnout in organizations?

Organizations struggling with employee stress and burnout are likely to see impacts in a few key areas:

Employee retention.

According to SHRM data, workers experiencing burnout are nearly three times more likely to be actively searching for another job (45 percent versus 16 percent of those who did not report burnout). In addition, a Kronos study in the Employee Engagement Series found 95% of HR leaders admit employee burnout is sabotaging workforce retention. 

Productivity.

SHRM reports that workers who feel burned out are less likely to go above and beyond at work (40 percent versus 56 percent). When employees are stressed, work performance suffers, leading to reduced productivity. In fact, a study cited by the National Institute of Medicine found that “there is a negative correlation between overall stress and productivity: higher stress scores were significantly associated with lower productivity scores.”¹

Employee engagement.

Gallup’s November 2024 poll finds just 31% of employees are engaged, and 17% are actively disengaged. It’s the lowest level of employee engagement we’ve seen in a decade.

Reduced team morale.

Burnout doesn’t just affect the individual worker. When a team member is burned out they may become withdrawn, irritable and less engaged, impacting overall team morale and performance.

Employee health.

Stressed workers may be more likely to engage in unhealthy behaviors like substance misuse, poor nutrition, and lack of exercise. And because stress can exacerbate existing chronic conditions, it’s possible to see an uptick in absenteeism and presenteeism. Mental health can also suffer. In our work with clients, we’ve noticed a strong correlation between stress and depression—60% of individuals at high risk for depression are also at increased risk for stress.²

How organizations can help reduce stress and prevent burnout.

It’s tempting to view burnout as an individual problem—one that can be solved by self-help interventions: saying “no,” practicing deep breathing or increasing resilience.³ And while those strategies do help, burnout has more to do with organizational culture, norms and expectations. In other words, it’s on employers to take a close look at the work environment and adjust certain practices to prevent and reduce stress and burnout. For example:

Recognize and appreciate employees.

Recognition can serve as an antidote to burnout. When employees are regularly recognized for their contributions they are more engaged in work, feel more motivated and are better able to cope with short- and long-term stressors.⁴ Learn how to empower employees with workplace appreciation in our E-Book.

Strengthen manager support.

Managers are the first line of defense when it comes to reducing stress and burnout. In fact, a 2023 study found managers have a greater influence on employee mental health than therapists or doctors, and equal influence to spouses and partners. Weekly one-on-ones keep the lines of communication open and offer the opportunity to assess and adjust workload and ensure that team members feel supported. They’re also a way for managers to get to know employees on a more personal level, which is important to acknowledging that people are humans first, workers second—which can help to increase feelings of belonging, warding off burnout. Check out our E-Book to learn more about manager burnout and how to better support them.

Make sure leaders walk the talk.

Encouraging employees to practice self-care and reduce stress is meaningless unless leaders make a point to role-model stress-busting behaviors. This could include blocking time on their calendars for fitness or meditation, hosting walking meetings, and being open about taking time off to care for their own physical and mental health—or others in their life who need care. Doing so signals that looking after one’s mental health is a priority, empowering others in the organization to do the same.

Create a culture that encourages and supports boundary-setting.

• Employees should set and communicate regular working hours, and block their calendars for self-care or focus time.
• Consider sending reminders to shut down at a reasonable hour and schedule “quiet periods” when employees should refrain from sending or replying to emails.
• Reevaluate time off and vacation policies to incentivize employees to take regular breaks. Possibly schedule mandatory company-wide “holidays” to encourage rest and relaxation

Solicit feedback from your employees.

Did you know that 96% of employees want to be able to give at least some type of feedback to their employers? Investing in an employee feedback tool can help uncover key employee needs through advanced feedback surveys that help shape a high-impact employee engagement strategy.

Leverage your well-being program.

The mind-body connection is undeniable—when we’re feeling healthy, we’re more resilient and less stressed. So, promote your well-being program’s resources for increasing resilience, boosting physical activity, and eating well. Leverage health coaching for stress management services. Wellness challenges that inspire employees—and give them permission—to step away from their desks and move throughout the day are also a great idea.

Embed mindfulness, meditation, and resilience into the corporate culture.

Meditation and mindfulness can clarify thinking, enhance performance, increase resilience, and reduce stress. If you have not made these kinds of resources available to employees to help support stress management in the workplace, think about how you can add them to your well-being program.

Promote your Employee Assistance Program (EAP).

Employee Assistance Programs are well-known for providing access to mental health counselors, but most also offer an array of programs to help with some of life’s common stressors—like figuring out childcare, taking care of elderly relatives, navigating life transitions like having a new baby, and more. So make sure you’re doing all you can to promote your EAP and the valuable stress-relieving services it offers.

Empower employees to control what they can.

In a tumultuous world, employees sometimes need reminders to lean in to healthy behaviors they can actually control that reduce stress and burnout. Things like getting enough sleep, making healthy food choices, prioritizing social connections, making time for daily movement and consuming media thoughtfully. In a recent essay on the “Great Exhaustion,” Emily Ballesteros writes “we must address the factors of exhaustion within our control to ensure we live healthy, peaceful, and satisfying lives.”

Foster a Culture of Well-Being with WebMD Health Services

Stress will always be a part of our lives and work to some degree. But employers do play a role in both not adding to that stress, where it can be helped, and in providing resources for employees to manage stress so it doesn’t lead to burnout. 

A work and leadership culture that promotes boundary-setting, emphasizes taking time to recharge, and provides holistic well-being tools to help employees cope with day-to-day stress is key. For help devising a well-being and engagement strategy to manage stress and burnout in your organization, request a demo or contact us at connect@webmd.net.

At WebMD Health Services, we know that when employees feel better, they do better—which translates to a positive impact on employee retention, engagement, and ultimately, the bottom line. But, to achieve these results, we can’t just provide support for one aspect of well-being. We must consider the support we provide for all the dimensions of well-being—physical, mental health, financial, social, and work.  

Here are 19 suggestions for incorporating these dimensions into your workplace well-being strategy:

Physical well-being.

1. Create a healthy work environment.

A good well-being culture is like a surround-sound audio experience—reminders of the importance of well-being are everywhere. This includes team and individual-based wellness challenges; walking meetings; healthy food options; permission to block time to focus on physical activity; health assessments; and biometric screenings.

2. Provide access to fitness programs and apps.

Fitness center discounts, stipends to purchase at-home fitness equipment, and virtual fitness programs remain popular. Our Wellbeats solution offers over 1,400 instructor-led virtual classes that cover fitness, nutrition, and mindfulness. Our digital classes are led by our certified health coaches and are a great way to learn about health topics that matter to you such as yoga, strength training and strategies to manage stress.

3. Help with healthy eating.

A well-rounded well-being program includes nutritional support based on an individual’s needs and interests. WebMD Health Coaches discuss healthy food options, start weight management programs, and even talk through behaviors and barriers that can help change the way people think about food. Our Daily Habits Balance Your Diet plan, helps individuals learn how to make nutrition work for their lifestyle.

4. Promote good sleep.

Getting a good night’s sleep is key for both mental and physical health, but so many of us struggle with insomnia and interrupted sleep. Offer education and tools to help individuals focus on sleep, including tips for a wind-down routine, optimal sleeping temperature, and when to nix the screens. Many well-being programs have a sleep program you can promote.

Mental health.

5. Openly discuss mental health.

The more we talk about mental health, the more we normalize it as an important part of our overall health. Both leaders and managers should feel comfortable discussing mental health at all-employee forums and during team meetings. Equip managers with the tools to spot signs of stress and burnout on their team, and encourage all leaders to role model good mental health behaviors. Taking mental health days and establishing boundaries between work and personal life are just two ways leaders can be good role models.

6. Market your Employee Assistance Program (EAP).

Chances are you’ve already got an EAP—you may just need to re-market it and promote its services: free mental health counseling sessions for employees and families, help with finances, managing stress, child and elder care locator services, and more. We recommend creating an EAP one-pager that lists the most important things employees need to know and sharing it via email, direct mail, meetings, and other communications. If you have a well-being platform, be sure to promote your EAP as a benefit resource to keep it top of mind for employees and family members.

7. Offer multiple ways to receive mental health support.

Not everyone has the time or the desire to see a mental health counselor in person. Offer a range of ways to get help: in person, virtually, via text or app. If you currently have a well-being program, check to see which mental health solutions they offer. For example, in addition to our mental health podcasts, stress coach specialists, and Daily Habits plans, we partner with third-party vendors and solutions to offer specific services our clients are looking for.

Financial well-being.

8. Provide access to financial education.

Finance fundamentals like how to set up and stick to a budget, how to create a long-term savings plan, concepts like interest rates and the time value of money, and other finance-related topics can empower employees and help alleviate financial stress. Financial well-being is a key dimension to supporting overall well-being. Be sure you communicate often about your offering.

9. Offer debt counseling.

This could include assistance with consolidating debt, establishing a plan to pay it down, and education on interest rates and budgeting to help employees avoid future debt. It also helps employees cope with the stigma and stress of being in debt.

10. Provide financial coaching.

Financial coaching helps employees experiencing an immediate financial crisis set goals for the future and improve their current financial situation. If you have a 401(k) program, ensure employees know about coaching resources they may provide.

11. Consider student loan debt assistance.

Whether it’s a student loan repayment assistance program that helps pay down debt or a student loan consolidation program, these offerings not only help alleviate financial stress but also serve as a retention tool.

Social well-being.

12. Use in-office time to connect and collaborate.

If your organization maintains a hybrid schedule, make sure the days everyone is in the office are full of connection and collaboration. Schedule lunches or team-building activities on these days to allow for meaningful engagement with coworkers.

13. Leverage technology to strengthen bonds.

Slack, Microsoft Teams and other collaboration tools provide a platform for people to easily connect whether they are in the office, working remotely, or in a different time zone altogether. A communications feed within your well-being platform can provide regular updates encouraging continuous interaction, making engagement a routine rather than a one-time activity. It’s great way to provide content and connections delivered by health coaches, well-being teams and participants.

14. Encourage authenticity.

Allow people to bring their authentic selves to work. Encourage employees to connect with one another as whole, not just in terms of the role they play at work. These could include coffee meet-ups, after-work events, or volunteering activities.

15. Lean into mentorship.

Pair colleagues with those who have more experience to foster connection and help workers increase their skills as well as their network of coworkers and friends.

16. Sponsor a volunteer event.

Plan an event that gives the team a chance to bond while doing good. Schedule activities that match your company’s mission or sustainability goals or find a local organization with whom you can develop an ongoing relationship.

Work well-being.

17. Infuse well-being into the workday.

Well-being can’t be seen as something employees engage in when they have free time; it must be encouraged during work hours and incorporated into the flow of the workday. Consider: prompts to stretch or walk between meetings; time in the day to connect with colleagues; mental health minutes at the beginning of team meetings; flexibility to meet family demands.

18. Reflect well-being in performance management practices.

Hold managers accountable for well-being on their team by including goals in performance plans and incorporating the importance of well-being into leadership training. Also encourage employees to include a well-being goal in their own performance plan.

19. Encourage leaders and managers to model healthy behaviors.

Leadership participation and transparency in well-being really does matter. Leaders set the tone for the entire organization and their commitment to employee well-being can make all the difference. When leaders and managers prioritize well-being in their lives—like setting boundaries and managing stress—it signals to employees that their health and happiness matter and they should feel permission to do the same.

Supporting all dimensions of employee well-being.

WebMD Health Services’ solutions are designed to recognize and leverage the power of holistic well-being to support employees on their well-being journeys. If you’d like help learning how your organization can support all the dimensions of employee well-being, contact us at connect@webmd.net or book a demo today.

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.

John Harrison

President and General Manager

This is a book I stumbled upon in the last few years and really enjoyed. As a big fan of improvisation, and how the need for it is ever-present in our lives, both personally and professionally, I found this book to be an easy read with impactful tips and tricks. Much of its value can be summarized in this image.

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Shelley Blouin

Group Vice President, Technology

This book teaches you to know yourself. To be a good leader, you need to recognize you are not necessarily good at everything. In fact, there are a ton of things you shouldn’t even try to do! Since reading this book, I’ve learned to focus on what I can bring to the table so I am my most authentic self, as well as what I should look for in others to round out my team. It truly changed my management style and how I approach things in other aspects of life. 

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Bruce Foyt

Vice President, Partnerships

This book is a pager turner and once I started reading, I couldn’t put it down. The author is a master in the art of negotiations and takes a methodical perspective that is simple enough to follow and understand, but also tied to real life examples that can be applied at work and in your personal life. Whether you are negotiating a high-profile business deal, buying a car, or handling everyday conflicts at work or home, this book will provide advice and assistance that can be easily applied to any situation.

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Andrea Herron

Vice President, HR

I co-wrote this book with my sister, and I’m recommending it not because it’s my own, but because I think it’s critical for us all to continue learning about mental health and how we can make it easier to talk about it in the workplace. While there has been a lot more discussion about mental health in the past few years, there is still a gap in knowledge when it comes to practical tools, tips, and examples for how to approach this topic in real life. Supporting employee mental health is foundational to a healthy and productive workplace, and this book provides tactical information and resources to have conversations more confidently and truly support the people working inside your organization.

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Christine Muldoon

Senior Vice President, Marketing and Strategy

I first came across this book as I was getting up to speed on menopause in preparation for our WebMD webinars on the topic, and it’s been invaluable to me professionally as we continue to bolster our WebMD offerings to women experiencing menopause. But it’s also been an amazing resource for me, personally, as I enter the menopausal years. The book teaches us that menopause is inevitable, but suffering through it is not! It covers what to expect—from changes in appearance and sleep patterns to neurological, musculoskeletal, psychological, and sexual issues—and contains a complete toolkit of ways to cope with common symptoms. The information is presented in a relatable, user-friendly format and offers a way for us to thrive, not just survive, in midlife.

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Melissa Voigt

Group Vice President, Customer Success

Atomic Habits is one of my favorite books. It provides a practical approach to building habits that last. The three key lessons I try to use in my own life are:

1. Small habits make a big difference.
2. Don’t focus on setting goals. Focus on setting up your systems.
3. Build identity-based habits.

I have continually used this system to make positive changes by focusing on setting up systems that will lead to a successful outcome. I’ve found it has helped me evolve my approach through all the seasons of life.

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Kara Williams

Vice President, Coaching and Operations

I have read many John Maxwell books over the years and have seen him speak in person a few times. He is always very motivating and informative. Leadershift has been valuable to me as a leader because it makes the point that our environments are ALWAYS changing—and just when you feel you are doing most things right and in a good place, something changes! As a leader, you must be willing and able to constantly make shifts or changes in yourself to keep up and be able to support your team. John Maxwell does a good job of breaking things down and making it make sense. Highly recommend! 

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Experience professional and personal transformation with these inspiring reads.

As we move forward into a new year full of challenges, struggles and successes, let these books be your guide as you navigate the uncharted waters of the modern workplace. You’ll find inspiration; you’ll gain insight; and you’ll come away with a better understanding of how to build a culture that makes your employees feel valued, respected and appreciated.

Happy reading!

It may seem a little early for New Year’s resolutions, but this is one you should start thinking about now: improving employee engagement by ensuring your employees feel valued and heard.

Engagement is the extent to which employees are emotionally, cognitively and behaviorally invested in their work. Engagement has the potential to impact nearly every aspect of your business, from revenue to retention to recruitment and more. That’s because employees who are more engaged in their work are likely to work harder and motivate others to do the same. They’re also more likely to enjoy better overall health and well-being.

Unfortunately, employee engagement has dropped to its lowest level in more than a decade. Recent data from Gallup suggests that employees increasingly feel detached from their employers; less role clarity; lower satisfaction with their organizations; disconnected from their company’s mission or purpose; and less confident that someone at work cares about them. 

The good news is that engagement is something that can be improved. But it does take time and a concerted effort to move the needle.

Top 3 Employee Engagement Tips for 2025.

As you start thinking about your employee engagement approach for 2025, keep these three tips in mind as we view these as essential elements to promoting better communication, transparency and recognition in the workplace, ultimately creating a winning culture.

Lack of leadership buy-in is the #1 barrier to a successful employee engagement initiative.

Employee engagement starts at the top and sets the tone for everyone else. When leadership openly supports engagement efforts, employees will feel that engagement activities (like participating in surveys and giving feedback) are worth their time. So once you’ve determined your employee engagement strategy, it’s critical to gain leadership buy-in and ensure your goals align with business objectives. Be ready to justify the financial and time investment required to improve employee engagement by presenting the known benefits: increased profitability, improved retention and the ability to attract higher quality employees.

Measurement is a must.

As with most things we aim to improve, we won’t know if we’re making progress unless we have something to measure our progress against. When it comes to employee engagement, conducting a baseline survey will give you the data you need to assess the current state of engagement, and identify areas for improvement. Repeating that same survey (or at least certain questions) over time will allow you to see where you’re succeeding and what still needs attention.

Surveys on their own can’t improve employee engagement—the key is how you use the results to create meaningful change.

One of the biggest mistakes companies who conduct engagement surveys make is not following up on the results. When you ask for employee feedback, you need to be prepared to act on it. At the conclusion of a survey, make sure to communicate to employees that their feedback has been heard and share the actions you will take to respond to it.

Ensure Your Employees Feel Valued and Heard with TINYpulse by WebMD Health Services.

TINYpulse by WebMD Health Services is an innovative employee feedback and engagement software solution that can help you put these three tips into action. We empower companies globally to not only measure but also enhance company culture, boost employee retention, and elevate performance by ensuring you are listening to your people. To learn more about how TINYpulse can help your organization increase engagement and prioritize the well-being and success of every individual in your organization, check out these resources or contact us at connect@webmd.net.