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The U.S. healthcare workforce is heading into 2026 under mounting strain, with two in five healthcare workers reporting that their jobs feel unsustainable. New national data from Indeed\u2019s Pulse of Healthcare report<\/a> shows that burnout, staffing shortages, and rising administrative demands are pushing many clinicians to reconsider their future in the field, with some questioning whether they can remain in healthcare at all.<\/p>\n Dr. Darien Sutton, a board-certified emergency medicine physician and ABC News medical correspondent, discusses with Indeed<\/a> the deep emotional fatigue echoed across the field and shares how employers can support, rather than add to, the day-to-day demands of patient care.<\/p>\n Burnout remains one of the most persistent issues for healthcare workers, driven by chronic understaffing, administrative overload, and a lack of meaningful support.<\/p>\n Indeed surveyed 924 U.S. healthcare professionals nationwide and found that unmanageable workloads and lack of support, compounded by chronic understaffing are driving this crisis.<\/p>\n \u201cPeople aren\u2019t just looking for another job in the same hospital\u2014they\u2019re looking for another career,\u201d Dr. Sutton said. He described a \u201crare kind of heartbreak\u201d many clinicians feel: a \u201clevel of disdain for something you love\u201d that becomes unsustainable over time.<\/p>\n Much of this frustration stems not only from patient care responsibilities but from feeling buried under systemic issues and administrative demands.<\/p>\n \u201cWe\u2019re doing the work, navigating the healthcare system, and managing the complaints,\u201d he said. \u201cAnd often, the people who could help are several floors away, behind closed doors.\u201d<\/p>\n This disconnect contributes to employee turnover that\u2019s expensive and destabilizing. Replacing a single healthcare worker costs employers six to nine months of salary, according to the report, and every departure weakens continuity of care.<\/p>\n Work wellbeing isn\u2019t about surface-level perks like free lunches or discounted gym memberships. While many healthcare organizations have invested in wellness initiatives, the data suggests these efforts often fail to address employees\u2019 real needs.<\/p>\n Today, healthcare workers want structural support: communication, reasonable workloads, safe staffing levels, and time to recover. From a business perspective, investing in these fundamentals not only improves workplace culture but also strengthens retention and patient outcomes. According to Indeed\u2019s report, 80% of healthcare workers say existing well-being solutions are ineffective, often because staffing constraints prevent participation or programs don\u2019t address the root causes of burnout. Workers report being short-staffed 43% of the time, underscoring why surface-level initiatives fail to make a meaningful impact.<\/p>\n Organizations that prioritize staffing and communication see lower turnover rates, highlighting how structural support directly impacts retention and patient care. Even small, everyday moments like acknowledging a colleague or slowing down enough to listen without multitasking, can shape how supported workers feel.<\/p>\n Healthcare professionals looking for new roles, or even considering leaving the field, are facing tough questions. Staffing shortages keep demand for workers high, but burnout and administrative overload are pushing many to rethink what they want from a job.<\/p>\n One clinician at Indeed\u2019s 2025 \u201cCareers in Care: Off The Clock\u201d event for healthcare workers described that struggle, sharing that she voices her concerns at work but still feels unappreciated. \u201cI express to my boss all the time that I\u2019m tired. I don\u2019t want to quit and leave my clients, but I just got off of a leave of absence to come back to the same thing.\u201d<\/p>\n A recent jobs report from the Bureau of Labor Statistics underscores the opportunity: Payrolls added 119,000 jobs in September, with healthcare and social assistance driving the gains, contributing 57,100 jobs. For job seekers, this means openings are there, but finding the right fit matters more than ever.<\/p>\n When considering a new role or workplace, job seekers should focus on signs of structural support. Asking questions about safe staffing ratios, communication practices, and leadership engagement can reveal whether an organization truly prioritizes its people. Look for employers that actively listen, provide protected time off, and use technology to reduce administrative burden without replacing care. These characteristics can help identify workplaces that invest in long-term wellbeing rather than just filling shifts. Finding an environment where care for patients doesn\u2019t come at the cost of caring for yourself is essential for healthcare workers today.<\/p>\n 60% of healthcare organizations already use AI, mostly in support roles like clinical note-taking, automated charting, and patient education. These tools help reduce administrative burden, which affects 40% of shifts and is cited as the top threat to well-being.<\/p>\n But despite optimism about the efficiency AI brings, healthcare workers remain cautious. Their top concerns include:<\/p>\n Half of healthcare workers expect AI to reduce their workload, which is the single biggest benefit they associate with the technology. More than half say clinical documentation tools that streamline recording patient encounters and writing notes would have the greatest impact on their work.<\/p>\n \u201cAI can make us more productive,\u201d Dr. Sutton said, \u201cbut we have to make sure it\u2019s not replacing the care.\u201d The future of AI in healthcare will depend on thoughtful implementation and how organizations balance efficiency with the trust and human connection patients rely on.<\/p>\n Many of the challenges that healthcare workers face point back to one foundational issue: staffing.<\/p>\n \u201cWe have to start with staffing,\u201d Dr. Sutton said. \u201cProtected time off, safe standards, and basic resources are not optional. They\u2019re what the system needs to function.\u201d<\/p>\n 67% of healthcare workers say reducing task overload through proper staffing and technology would give them more time with patients, improving both care and job satisfaction. Adequate coverage also makes it possible to respect time off and keep patient-to-provider ratios safe.<\/p>\n When staffing falls short, pressure builds everywhere. Communication breaks down, morale dips, and the emotional strain of the job pushes more people to question whether they can stay in the field.<\/p>\n The report found that simple recognition programs, like recurring shout\u2011outs or employee\u2011of\u2011the\u2011month initiatives, are among the most impactful ways to foster appreciation. More than 80% of workers say regular leadership check\u2011ins affect their well\u2011being, yet most report they rarely happen. Healthcare workers also point to mental health days outside of PTO and access to counseling as critical supports, with two\u2011thirds saying these initiatives would improve conditions.<\/p>\n Workers aren\u2019t looking for complicated fixes. They want adequate staffing, leadership that listens, and time to recover. Employers must decide whether to act on what their workforce is telling them before the cycle drives even more people out of the field.<\/p>\n As Dr. Sutton puts it, \u201cRemembering why you started this in the first place is so important. We can\u2019t lose sight of that.\u201d<\/p>\n This story was produced by <\/em>Indeed<\/em><\/a> and reviewed and distributed by <\/em>Stacker<\/em><\/a>.<\/p>\n<\/div>\nBurnout is reshaping how workers think about their careers<\/h3>\n
Most wellbeing programs miss the mark, workers say<\/h3>\n
What this means for job seekers<\/h3>\n
AI is easing workloads, but clinicians worry about what it might replace<\/h3>\n
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Workforce stability depends on staffing<\/h3>\n
Building a more sustainable workforce<\/h3>\n