Research Says There’s a Hopelessness Epidemic at Work. Here’s What Leaders Can Do About It

The workplace is facing what researchers are calling a hopelessness epidemic. New research from O.C. Tanner shows that only 52 percent of employees feel hopeful about the future of work, and 35 percent say they feel depressed.

Economic uncertainty, rapid tech advancement, and constant disruption have left employees unsure about the future. Many feel disconnected from their work and organizations, fueling a cycle of stress and disengagement that leaders can no longer afford to ignore.

O.C. Tanner surveyed nearly 39,000 employees, leaders, and HR practitioners across 23 countries to understand how hopelessness is affecting work and how leaders can turn things around.

Hope fuels engagement and innovation

More than wishful thinking, hope is a practice that helps employees overcome obstacles and reach goals. Leaders and workplaces that treat hope as something active fuel growth and change, highlight individual agency, and draw on the strength of teams and leaders. Organizations that embrace this approach don’t just help employees achieve more; they connect everyone to a more hopeful future.

When employees feel hopeful, they are seven times more likely to be engaged. Hope also increases the odds of other outcomes, including great work, innovation, and a stronger sense of belonging. At the same time, the research points to a loyalty gap, with 30 percent of employees saying they don’t want to be working for their current employer a year from now.

Leaders can counter this by setting goals that feel meaningful. Goals connected to passions, company values, or opportunities for growth give employees something to strive toward beyond the day-to-day grind. Regular one-on-ones or team meetings surface obstacles, provide resources, and reinforce employees’ path forward. These conversations send a clear message that what employees want for themselves matters and leaders will help them reach their goals.

“Leaders can’t control economic upheaval or global uncertainty,” says Mindi Cox, chief people officer at O.C. Tanner. “But they can drive a practice of hope by connecting employees to something bigger. Linking work to personal goals and values builds hope, and hope fuels performance.”

Inclusion can mitigate hopelessness and be the antidote to burnout

Feelings of hopelessness can also be mitigated when employees feel their work matters. And to feel their work matters, every person must feel included. The report found that employees on non-inclusive teams are 218 percent more likely to feel anxious and 513 percent more likely to feel burned out. Exclusion shows up in many ways—from overlooked ideas to being shut out of decision making altogether. Over time, it erodes both morale and performance.

Creating a supportive workplace community helps reverse the trend. When leaders and peers actively support employees’ goals, the odds of engagement rise by more than 250 percent, while the odds of burnout drop by about a third. That support can take many forms, such as asking for input in meetings, recognizing effort in real time, or simply checking in to see how someone is doing. These small but intentional acts build a culture where people feel seen and supported.

“Inclusion isn’t a perk, it’s oxygen,” Cox explains. “A supportive community is what gives people resilience, especially in times of disruption or uncertainty.”

Recognition builds momentum and hope

With more than a third of employees reporting depression, hopelessness has become a well-being issue as much as a performance one. Recognition is one of the most effective ways to help employees push through uncertainty and maintain optimism.

When recognition is woven into everyday culture, employees are five times more likely to feel hopeful. The most powerful recognition happens throughout the project, not just when the work is done. Celebrating milestones along the way validates effort, encourages persistence, and builds confidence. It also reinforces that progress is being made, which keeps momentum alive.

“Recognition doesn’t have to be big or formal,” Cox notes. “It just has to be consistent and genuine. That’s what tells people they’re seen, they matter, and the future is worth leaning into.”

Lead the charge to restore hope

The hopelessness epidemic is real, but leaders have the chance to change it. By setting inspiring goals, building supportive communities, and making recognition part of daily work, they can bring optimism and resilience back to their teams.

Hopeful employees show up with more energy, creativity, and commitment. Leaders who focus on creating hope see stronger employee well-being, greater loyalty, and more innovation across their organizations. Making hope a consistent part of leadership sustains both people and performance long term.

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