Monday, September 15, 2025

by Adam Irvine, Staff Writer, Physicians Office Resource

The U.S. health care system is at a crossroads. Despite significant advances in medical technology, diagnostics, and therapeutics, the backbone of health care—frontline employees—continues to strain under heavy workloads, staffing shortages, and limited career advancement opportunities. A new survey conducted by The Harris Poll, commissioned by Strategic Education, Inc., highlights a looming crisis that physicians and health care leaders cannot afford to ignore.

Between June 26 and July 21, 2025, the Harris Poll surveyed 1,504 frontline health care employees and 304 employers in the U.S. The results paint a sobering picture: a majority of health care workers are considering leaving their jobs within the next year, and most feel undervalued, underappreciated, and unsupported in their professional growth. 

For physicians—many of whom serve as both clinical leaders and mentors within health systems—these findings are particularly relevant. The ability to retain a stable, motivated, and skilled workforce directly impacts patient care, workflow efficiency, and personal well-being. This article unpacks the survey’s findings and explores practical ways physicians and employers can help combat burnout and build resilience within their teams.

Key Findings from the Harris Poll Survey

1. High Turnover Risk

The survey revealed that 55% of frontline health care employees intend to search for, interview for, or switch jobs in 2026. This turnover intention spans nursing assistants, personal care aides, and even more specialized clinical roles. 

For physicians, this has direct implications: higher turnover among nurses and allied health professionals increases workload, complicates care coordination, and contributes to the vicious cycle of burnout. 

2. Workers Feel Undervalued

An overwhelming 84% of employees reported feeling underappreciated at their current organization. Fewer than one-third said they felt “very valued,” and only one in five believed their employer was strongly invested in their long-term career success. 

This sense of undervaluation extends beyond paychecks. Many workers cited lack of recognition, limited advancement opportunities, and minimal employer support for education as driving dissatisfaction. 

3. Education and Career Growth Are Retention Levers

More than 60% of respondents said they would be more likely to stay with their current employer if tuition assistance, career development programs, or educational benefits were provided. While employers recognize that lack of growth opportunities drives attrition, fewer are acting decisively to address the gap. 

This is an actionable insight: investment in continuing education and career pathways may be one of the most effective tools for reducing turnover. 

4. Generational and Role Differences

Generational divides emerged strongly in the data. Younger employees—particularly Gen Z and Millennials—were more likely to consider leaving their jobs and placed higher value on education and growth opportunities. 

Additionally, roles like nursing assistants and patient care aides, which already experience high attrition, are at greatest risk. Early-career clinicians in these roles are not only harder to retain but also crucial for maintaining continuity of care. 

5. Technology Skills and the Rise of AI

Interestingly, 43% of employees identified artificial intelligence (AI) as the most critical clinical or technical skill they will need in the next five years. However, 42% also expressed concern that AI could replace parts of their role. Employers see AI training as a workforce priority, but many lack adequate resources to implement it. 

For physicians, this underscores the importance of staying engaged in conversations about AI adoption—both to ensure patient safety and to support staff through the transition. 

6. A Growing Workforce Shortage

Finally, the Harris Poll situates these findings within a larger workforce challenge. The Health Resources and Services Administration (HRSA) projects a shortage of nearly 700,000 health care workers—including physicians, registered nurses, and licensed practical nurses—by 2037. If burnout and turnover are not addressed, this shortage will accelerate, impacting access and quality of care.

Why This Matters for Physicians

As a physician, you may wonder: What can I do about systemic burnout and retention issues? While no single physician can fix national workforce shortages, local leadership and daily clinical culture play an outsized role in shaping staff experience.

• Burnout is contagious: If team members are disengaged or leaving, physicians face more administrative burden and clinical overload.
• Retention improves care quality: A stable workforce ensures smoother handoffs, better patient safety, and stronger care coordination.
• Physicians are leaders: Whether officially or informally, physicians set the tone for recognition, mentorship, and respect within clinical teams.

By understanding the drivers of dissatisfaction and turnover, physicians can take proactive steps to combat burnout at both the personal and organizational level.

Strategies to Combat Burnout and Support Retention

1. Acknowledge and Appreciate Your Team

Small acts of recognition can go a long way. Thanking nurses, aides, and allied health staff publicly during rounds or in team meetings reinforces a culture of respect. Celebrating milestones (certifications, years of service, completed projects) demonstrates that contributions are valued.

• Tip for physicians: During handoff or morning huddle, highlight at least one staff member’s effort. Even brief acknowledgments build morale. 

2. Support Educational Opportunities

Given that more than 60% of workers cited education benefits as a reason to stay, physicians can advocate within their organizations for tuition reimbursement, professional development funds, or flexible scheduling for continuing education.

• Tip for physicians: If you supervise trainees or staff, encourage enrollment in workshops, CME sessions, or certification programs. Offer to mentor or write recommendations when appropriate. 

3. Foster Career Development

Many frontline staff see their current role as a stepping stone. By helping team members chart a path forward, physicians can play a vital role in retention.

• Tip for physicians: Ask staff during annual reviews or informal check-ins where they see themselves in five years. Offer guidance on next steps and connect them to resources. 

4. Address Workload and Efficiency

Physicians are acutely aware of how staffing shortages increase patient volumes and documentation requirements. While systemic reforms are needed, small process improvements can help.

• Tip for physicians: Engage staff in workflow redesign. Often, the best solutions come from those closest to the work. Eliminating redundant documentation or reorganizing patient flow can ease burdens. 

5. Build Psychological Safety

When staff feel safe to voice concerns, admit mistakes, or suggest changes without fear of blame, morale improves.

• Tip for physicians: Model transparency by admitting your own mistakes and inviting feedback. Encourage open dialogue about workload, patient care challenges, and new initiatives. 

6. Address Technology Concerns Head-On

AI and other digital tools are reshaping clinical practice. Staff need reassurance that these technologies are intended to support—not replace—them.

• Tip for physicians: Include your team in conversations about new tools. Demonstrate how AI can reduce administrative burden (e.g., automating documentation) while preserving the irreplaceable human aspects of care. 

7. Care for Yourself, Too

Physician burnout is well documented, and leading by example is essential. Prioritizing your own wellness through boundaries, peer support, and healthy habits signals to staff that self-care is not a weakness but a necessity.

• Tip for physicians: Share your wellness practices with your team. This normalizes taking breaks, using support resources, and setting realistic expectations.

A Call to Action for Physicians

The Harris Poll findings are a wake-up call. With more than half of frontline health care workers planning to change jobs in the next year, the profession faces a crisis that threatens not only staff morale but also patient outcomes. 

Physicians occupy a unique position at the intersection of leadership, mentorship, and direct care. By fostering recognition, advocating for educational opportunities, addressing workload inefficiencies, and building psychological safety, physicians can play a pivotal role in combating burnout. 

The projected shortage of 700,000 health care workers by 2037 should not be viewed as inevitable. Instead, it should galvanize the profession to act—locally, in clinics and hospitals, and nationally, in conversations about workforce development and health care reform. 

Ultimately, retaining and uplifting the health care workforce is not just an HR initiative—it is a clinical imperative. For physicians, investing in the well-being of colleagues is investing in the well-being of patients.

Quick Reference: Survey Takeaways

Conclusion

The Harris Poll underscores what many physicians already sense on the ground: health care workers are burned out, undervalued, and seeking new opportunities. Yet it also highlights solutions—education, recognition, and leadership—that can make a meaningful difference. 

By leaning into their role as leaders, physicians can help build resilient teams, mitigate burnout, and contribute to a more sustainable future for the profession.