Workplace stress has reached a new high among surveyed US employees in 2026, with heavy workloads, long hours and insufficient pay emerging as leading sources of pressure, according to the 16th annual Aflac WorkForces Report.
The report found that 75% of employees experienced workplace stress, up from 72% in 2025. This included 35% who reported high or very high stress levels.
Heavy workloads were the most commonly cited workplace stressor, identified by 34% of employees. Long hours followed at 26%, while 23% cited insufficient salary.
The findings highlight ongoing concerns about workload expectations, working hours and financial pressure, as employers look for ways to support employee wellbeing.
Burnout affects job satisfaction and retention
The report found that 39% of employees were experiencing burnout. Younger employees and people working more than one job were more likely to report it.
Aflac also found that employees experiencing burnout reported lower job satisfaction, were less likely to believe their employer cared about their mental health and were more likely to expect to look for another job.
These findings show an association between burnout and broader workplace experiences, although they do not establish that burnout alone causes lower satisfaction or intentions to leave.
The report also highlights that workplace strain varies across employee groups. Younger workers may face different pressures from employees balancing multiple jobs, financial responsibilities or competing demands on their time.
Employers report rising mental wellness claims
The report found that 45% of employers said mental wellness claims had increased over the previous year.
However, addressing employee wellbeing may require more than expanding access to wellness resources. Workload, management practices, flexibility and financial security can all influence how manageable employees find their work.
For HR teams, the findings underline the importance of identifying the sources of stress rather than relying on overall burnout figures alone. Employees struggling with excessive working hours may need a different response from those experiencing financial pressure or limited flexibility.
Reviewing staffing levels, workload expectations, management practices and compensation may help employers identify where changes are needed alongside existing mental health support.
Addressing the causes of workplace strain
Aflac’s report recommends tailoring wellbeing strategies to the factors affecting different employee groups. Flexible working arrangements, mental health resources, financial protection and visible management support may help address particular pressures, depending on employees’ needs.
The findings also raise questions about whether workplace expectations are sustainable. Benefits and wellness programmes can provide support, but they may have limited impact if employees continue to face persistently excessive workloads or poor management practices.
For HR leaders, the challenge is to understand not only how many employees experience stress, but also what is driving it and where organisational changes could make work more manageable.
