U.S. Employee Well-Being Reaches Its Lowest Point in 2024 According to New National Survey

A major new analysis from the Human Capital Development Lab at the Johns Hopkins Carey Business School shows that employee well-being in the United States fell to its lowest level on record in 2024, marking a sharp decline from the peak levels reported during 2020. This updated research, conducted in partnership with Great Place To Work, examined 2,769 organizations and more than 1.3 million survey respondents, offering one of the most comprehensive snapshots available of how American workers are feeling today.

The research continues a long-term study that has tracked changes in workplace well-being from 2019 through 2023. During the pandemic period, well-being rose significantly as workplaces adapted through flexibility, remote arrangements, and increased attention to employee needs. But the newest data makes clear that this trend has reversed — and quite dramatically.

How Employee Well-Being Declined Since 2020

According to the study, 2020 remains the year with the highest recorded employee well-being, largely due to organizations rapidly adopting supportive practices during the pandemic. However, in the years following, many companies began rolling back those temporary benefits. The 2024 survey shows the lowest well-being scores ever recorded in this dataset.

Researchers point to several contributing factors:

Reduced flexibility around remote work and working hours.
Increased productivity pressure as companies push for performance improvements.
Economic stresses, particularly inflation, affecting employees’ financial and emotional stability.

The report notes that reduced flexibility alone can significantly impact day-to-day emotional health, sense of balance, and workplace satisfaction. Combined with broader economic uncertainty, these shifts create an environment where workers feel less supported than they did just a few years ago.

A Surprising Shift Between Leaders and Employees

One of the most striking findings of the 2024 data is the growing gap between leaders and employees. For years, managers and frontline workers reported well-being levels that were generally close to each other. During the height of the pandemic, managers often scored lower than employees because they carried extra responsibilities.

But in 2024, managers and senior leaders saw an increase in their well-being scores, while employees and individual contributors saw a decline.

This reversal suggests that leadership may feel the workplace has stabilized and returned to normal, while everyday workers are still experiencing stress, uncertainty, or reduced support. The study highlights this disconnect as a warning sign: leaders may unknowingly project their own improved experiences onto their teams, overlooking the challenges employees continue to face.

Long-Standing Well-Being Gaps Across Demographics

Another consistent pattern the 2024 research confirms is persistent disparities among demographic groups. The data shows that:

Female employees report lower well-being than male employees.
African American and Hispanic employees score lower than white and Asian employees.
Employees under 25 have experienced a steady decline in workplace well-being since 2020.

Younger workers, in particular, appear to be struggling the most. This mirrors other national studies that show that early-career employees often face lower job satisfaction, more financial strain, and higher levels of uncertainty about the future.

The authors emphasize that a one-size-fits-all approach does not work. Different employee groups have very different needs, and organizations must evaluate how their policies affect workers across gender, race, ethnicity, and age.

Industries Experiencing the Sharpest Declines

While the overall trend shows a nationwide drop, certain industries have been hit harder than others. According to the study, the largest declines in well-being in 2024 occurred in:

Professional services
Information technology
Health care
Education

Many of these industries have undergone major changes — from cost pressures to staffing shortages to return-to-office mandates — all of which may contribute to employee burnout and reduced morale.

What High-Well-Being Workplaces Do Differently

Even with the downward trend, the study points out that many organizations continue to maintain high levels of employee well-being. Companies that score well tend to emphasize:

Trust and psychological safety
Recognition and appreciation
Supportive relationships
Financial and emotional assistance programs
Purpose-driven cultures

These workplaces demonstrate that supporting employees is not just ethical — it has measurable business benefits. The report notes that poor physical and mental health erodes profits through higher turnover, lower engagement, weaker customer service, and increased health-care costs.

In contrast, companies that build positive organizational climates see improvements in retention, productivity, and overall performance.

How the Research Measures Well-Being

The study looks at several key dimensions that together create an overall picture of workplace well-being. These include:

Mental and emotional support
Sense of purpose and meaning
Personal support from the organization
Financial health and security
Quality of relationships and workplace connections

These categories are based on large-scale international research covering more than 30 countries and over 5 million survey respondents, making them widely recognized and validated indicators.

Why This Decline Matters Beyond the Numbers

A drop in well-being is not just a matter of employee satisfaction — it affects the entire economic ecosystem. When employees feel unsupported, organizations face:

Higher turnover and recruitment costs
Decreased engagement and productivity
Reduced innovation
Lower customer satisfaction
Increased burnout-related absences
More health-care spending

The downward trend signals that organizations need to take action now, not later. While many leaders may feel the workplace has stabilized, the data shows workers continue to face pressures that leaders may no longer feel as sharply.

Additional Context on the State of Workplace Well-Being in the U.S.

While this new research focuses on 2024, it aligns with several larger national patterns seen in recent years:

The Push-Pull Between Flexibility and Control

Many companies are pushing for more in-office work, even as surveys show that flexibility is one of the strongest predictors of well-being. The mismatch creates friction, especially for younger employees who entered the workforce during remote-friendly years.

Rising Costs of Living

Inflation remains a significant stressor. When financial strain rises, it impacts emotional health, engagement, and even physical well-being.

Generational Expectations

Younger workers often value purpose, flexibility, and mental health more than previous generations did. When organizations cannot meet these expectations, well-being scores decline — especially among those under 25.

Changes in Management Structures

The pandemic forced companies to rethink management, communication, and culture. Some successfully adapted. Others reverted back to older models, leaving employees feeling unheard or undervalued.

All these factors create a complex environment that organizations must navigate carefully if they want to improve well-being in the years ahead.