Surging Stress: Learn Why 40% Of Employees Cried At Work Recently
Learn what's driving the surging stress that is causing 40% of employees to cry at work
The American workforce Is burdened by surging stress in 2025, fueled by global political turmoil and unmet mental health needs. Nearly 40% of employees have cried at work in the past month, according to a new survey from Modern Health--an organization determined to create a healthier, more resilient workforce with personalized high-quality care. On top of that, nearly half of employees say their life was easier during the pandemic than it is in 2025.
The new administration has made it clear that all federal employees must return to the office, no matter where they live or how long they've been fully remote, despite the fact that research shows remote jobs are best for the company's bottom line. A recent study finds that job burnout is at 66% in 2025--an all-time high and suggests that return-to-office (RTO) mandates may exacerbate stressors for workers already struggling in today's demanding workplace. Economic uncertainty and global political turmoil also are stoking workplace mental health challenges.
Modern Health conducted a survey of 1,000 full-time U.S. employees to understand the state of mental health across America's workforce at the start of 2025. Results show that current events top the list of negative mental health drivers, even outpacing crime and finances.
A few key highlights from the study include:
A significant portion (61%) of Gen Z employees are even questioning their career path due to the current global political climate's impact on their mental health. A full 60% say lack of mental health support makes them less likely to stay at their job. And 54% say their mental health has never fully recovered from the pandemic.
I spoke through email to Maureen Calabrese, chief people officer at Modern Health, who told me that today's People Teams are balancing immense pressures—not just from employees seeking more support, but from organizational realities that require doing more with less. She states that the challenge isn't just about burnout—it's about finding sustainable ways to support employees while navigating real business constraints. Calabrese believes those organizations that get this right will be the ones to create resilient, thriving workplaces--even in uncertain times.
'In an era where employees are navigating more uncertainty than ever, the best benefits are those that support building a workplace culture of trust and eliminating barriers to care,' according to Calabrese. 'Employees want to work for organizations where well-being isn't just encouraged but embedded into the way work gets done. The future of talent retention depends on creating environments where people feel valued, supported and able to thrive.'
Modern Health posed three actions employers can take to address the surging stress among the American workforce.
1. Move beyond crisis support—take a preventive approach. Workplace mental health support can't just be about reacting to crises—it must help employees manage stress and build resilience before they reach a breaking point. The experts at Modern Health advocate embedding mental health into everyday workplace culture. 'Encourage employees to take time for well-being before burnout sets in,' they suggest, adding, 'Offer multiple avenues for support. Therapy isn't the only answer—coaching, digital tools, and peer support all play a role. Make mental health support feel as normal as physical health support. Just as employees wouldn't wait until a medical emergency to see a doctor, they shouldn't wait until a crisis to seek mental health support.'
2. Support managers—they need it Just as much as their teams do. Modern Health points out that managers are on the front lines of employee well-being, yet most feel unprepared to support their teams. Instead of leaving managers to navigate these challenges alone, Modern Health advocates that companies train managers to recognize signs of burnout and stress. 'They don't need to be therapists, but they do need to know when and how to direct employees to support. Provide mental health coaching for managers. Leaders who prioritize their own mental well-being will be better equipped to foster a psychologically safe workplace.' They advise making it clear that 'mental health leadership' is part of the job. 'Employees take their cues from their managers—when leaders model work-life balance and stress management, employees feel more comfortable doing the same.'
3. Build a culture of trust, not just a list of benefits. Modern Health points out that even the most comprehensive mental health offerings won't make an impact if employees don't trust their employer's approach. They recommend that organizations move from saying mental health matters to proving it through action and suggest normalizing conversations about mental health at every level. 'When leadership openly discusses well-being, it sends a powerful message that mental health is valued.,' they insist, advising that employers, "Ensure employees know how to access resources—without stigma or fear of repercussions. Make mental health benefits visible, accessible and easy to use. Track and respond to employee sentiment. If employees feel unsupported, organizations need to address the root cause—not just add another benefit and hope for the best.'
In order to reduce surging stress among American employees, Calabrese argues that employers have an opportunity to create a workplace culture where mental health isn't just supported but truly valued. "The companies that prioritize trust, transparency and real psychological safety will not only retain their employees—they'll create workplaces where people actually thrive. Organizations that invest in holistic, stigma-free mental health support will not only see higher retention and engagement—they will build workplaces that thrive in an era of uncertainty.'
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