c problem solving websites

The Most Popular Coding Challenge Websites

If you want to improve your analytical skills, there's no better way to do that than solving problems.

If you are a programmer, then this is something you should do for yourself. Programmers need to deal with all sorts of problems almost every day.

Most importantly, solving problems in an efficient manner can make you much more productive. And solving challenging problems helps us do that.

You can watch this complete video on YouTube as well if you like 🎥

Why Should You Develop Your Problem-Solving Skills?

These days, technology is developing rapidly, and we are seeing some amazing changes and improvements almost every day.

Whenever we talk about technology, a buzzword appears in our mind – and that is coding or programming. Now, coding/programming isn't just about solving different kinds of problems using different programming languages, but it's a large part of what you'll do as a developer.

The fields of Web development, Machine Learning, Artificial Intelligence, Augmented Reality, App Development, and many others require strong problem-solving skills.

There are many popular websites that help you do that by providing various types of problems where you need to apply your analytical and mathematical skills to solve each problem using programming languages.

I am going to provide you with a list of coding challenge websites that will help you become more advanced day by day.

Keep in mind that these websites are useful for everybody, whether you are new to coding challenges or you are a professional programmer and so on.

• Project Euler
• GeeksforGeeks
• Online Judge
• HackerEarth
• Code Jam - Google's Coding Competitions

Best Coding Challenge Websites

1. beecrowd (formerly uri).

beecrowd is perfect for those who have just started solving coding challenges and are looking for a beginner-friendly website. It used to be named URI , so there is a chance that you are already familiar with this site as URI.

If you want to solve problems in a specific category, then you're in luck as this website also offers that.

Here is an image of a Strings problem set. You can also filter the problems by the ID (#), name (NAME), Subject (SUBJECT), solved (SOLVED), and so on. Beginners like these features very much.

On this website, you can also take part in different programming contests, and check your global ranking, country-wide ranking, and university-wide ranking.

Also, you can check your progress, how many days have passed after signing up, how many problems you have solved, how many points you have got, and more.

You will also get a nice profile page that looks beautiful as well. 😊 I used to practice solving problems on this website when I was just starting out my CP (Competitive Programming) journey. Not to mention, I got the 3rd position among 1250 students back then at my university. 🎉

You can also check out my beecrowd profile here .

2. HackerRank

HackerRank is one of the most popular coding practice websites out there. This is a nice platform for everyone, especially beginners.

The website looks nice and polished, and the users who come here the first time don't struggle when navigating throughout the website, so that is definitely a positive thing here.

HackerRank offers different portals for companies and developers. If you are learning to solve problems, then you will choose the For Developers section.

If you want to learn any specific topics or programming languages, then this website is the perfect place to get started in that. You can prepare yourself by topics. You can also take their certification exam and stand out from the crowd. I have already passed their Python (Basic) certification exam.

You can also choose preparation kits from there, and prepare yourself before your interview if you want. Moreover, you can take part in programming contests.

Here, you will also get a nice personal profile page. You can check out my profile from HackerRank here .

3. Codeforces

Codeforces is one of the most used and well-known coding challenge and practice websites in the world, and it is sponsored by Telegram. Especially if you know about CP (Competitive Programming), then there is a high chance you have heard a lot about this website.

Although the website might look a little bit different to newcomers, you won't need much time to get used to it. You can train yourself by solving problems of different categories, difficulty levels, and so on.

Competitive programmers have ranks based on their successful results in programming contests. If you have heard about the RED coder / PURPLE coder, etc, then it is definitely from Codeforces.

You can get the idea of the ranking system on Codeforces from the image above. For more details, you can check out this blog entry .

Codeforces arranges contests regularly each week, and they are categorized into div 1, div 2, div 3 and div 4. They also arrange global round and educational round contests. You can get the timeline of the contests directly from here .

Codeforces also provides a nice user profile on their website. You can check mine here as well.

4. LeetCode

If you are familiar with the FAANG (Facebook, Apple, Amazon, Netflix, Google) buzzword, then you should definitely know about this website! If you want to practice for your coding interview for the big giant tech companies like FAANG, then they all do leetcoding .

You might think that I have made a typo in the above paragraph. No, I didn't. LeetCode has become this popular among people who target FAANG and those who are working on their problem solving skills. Taking part in contests on LeetCode has become common, and people call it leetcoding!

Here, you can solve a lot of problems, and filter the problems by the lists, difficulty levels, status, and tags.

You can also choose problems regarding Arrays, Strings, Hash Tables, Dynamic Programming, and many other categories.

As I mentioned above, you can also take part in programming contests. The only thing that makes LeetCode different is that it is based on Algorithm practice. Yeah, LeetCode is not like any other coding website, because it focuses on algorithm practice alone.

You do not need to provide the full code for solving a problem here, you just need to crack the solution by providing a valid algorithm using any popular language that can solve the problem.

You also get to see how your code performs among others, how much space and time it takes, and so on.

Most importantly, LeetCode has an amazing discussion group where people talk about their problems, solutions, how to improve their algorithms, how to improve the efficiency of their code, and so on. This is one of the most powerful features of LeetCode.

One sad part about LeetCode is that you will not get every feature for free! Yeah, it's true. You have to pay for it monthly or yearly to unlock all its features. There are a lot of problems you will find locked on the website. You can not unlock them if you do not purchase the premium plan.

If you are just starting your algorithm journey on LeetCode, then actually you don't need to worry about their premium plans as the free version will be more than enough for you.

Later, if you want to become more serious, then paying for their premium subscription will be a big deal actually as you'll get a ton more features. This is very much helpful, and includes things like top interview questions, top FAANG questions, video explanations, and more.

You also get a nice profile page on LeetCode. You can check out mine here .

I was pretty confused before writing this section, as Kaggle is not a typical website for coding practice. This website is basically for Data Science, and it's one of the most popular websites out there for this.

Kaggle is an online community platform for data scientists and machine learning enthusiasts.

It is a popular crowd-sourced platform to attract, nurture, train, and challenge Data Science and Machine Learning enthusiasts from all around the world to come together and solve numerous Data Science, Predictive Analytics, and Machine Learning problems.

So if you are interested in Data Science, then you should check this website. Here you can check others' notebooks, submit your notebook, join in the contests, improve datasets, and so on.

Kaggle allows users to collaborate with other users, find and publish datasets, use GPU integrated notebooks, and compete with other data scientists to solve data science challenges.

Also, if you are interested in data science, but don't know where to start, then don't worry! Kaggle has got you covered. You can check their learning section where they have many free courses which will teach you a lot of stuff from the beginning.

✨ BONUS: If you want to learn more then I'd suggest that you complete the data science playlist from freeCodeCamp's YouTube channel.

Kaggle also provides rankings and a nice user profile. You can check out my profile here .

6. CodeChef

CodeChef is another popular Indian website like HackerRank where you can solve a lot of problems, take part in contests, and so on.

You can filter the problems based on different categories and solve them using any of the most popular programming languages.

They also have a learning section on their website where you can learn how to solve problems in a systematic way. This is super helpful, especially for beginners.

In their learning section, you can choose self-learning, mentored learning, and doubt support. Some of them are free of charge, but in some courses, you have to pay before you can start them.

This website also provides user ranking including the global ranking and country-wide ranking. They also provide a user profile on their website. You can check out mine here although I am not active on most of the websites right now. 😅

AtCoder is a programming contest website based in Japan. Makoto Soejima (rng_58) who is one of the former admins and problem writers from Topcoder is a founding member of AtCoder.

On this website, you can take part in different programming contests. They held regular programming contests on Saturdays and Sundays. Also, you can solve problems from previously held programming contests.

I have seen a lot of people regularly participate in the programming contests and solve problems previously used in the contests regularly by solving problems on AtCoder. I also tried that for a while to check the efficiency, and truth to be told, it was really effective.

Here you can also check the global ranking. Here you will also get your own profile page where you and others can see your global ranking and so on.

8. Topcoder

Topcoder (formerly TopCoder) is a crowdsourcing company with an open global community of designers, developers, data scientists, and competitive programmers. Topcoder pays community members for their work on the projects and sells community services to corporate, mid-size, and small-business clients.

Here you can earn, learn, and do a lot more in their MVP program. For earning, you can participate in five different tracks, become a copilot, become a reviewer, and also get a freelance contract gig through Topcoder Gig Work .

Personally, I feel this website is a little bit overwhelming for beginners. You can get more details in the YouTube videos I have made for you.

9. Coderbyte

Coderbyte has a huge collection of problems that you can solve. They also offer a challenging library, starter courses, interview kits, career resources and so on.

To get all the features, you need to buy a subscription plan from them. I personally liked their interview kit a lot.

Here you will also get a personal profile page.

10. Project Euler

Project Euler is a series of challenging mathematical/computer programming problems that will require more than just mathematical insights to solve.

Project Euler is a great website for solving mathematical challenging problems. But solving a problem on this website requires more than just simple mathematical knowledge.

If you want to solve mathematical problems in a more analytical way, then this website will come in handy.

11. Codewars

Codewars is a coding challenge website for people of all programming levels. It claims to have a community of over 3 million developers.

One of the biggest benefits of this website is that it is highly focused on algorithms like LeetCode. Moreover, if your goal is to get very good at writing clean and efficient programs, then this website can be a great asset to you.

In Codewars, you will see Kata and Kyu a lot.

Kyu (or Kyū) indicates the number of degrees away from master level (Dan). This is why they count downward. Once you reach master level, we count upward. Black belts in martial arts are Dan level.

On Codewars, kata are code challenges focused on improving skill and technique. Some train programming fundamentals, while others focus on complex problem solving. Others are puzzles meant to test your creative problem solving, while others are based on real world coding scenarios.

If you want to know more about how the ranking system works on Codewars, then simply check their docs here .

On Codewars you will also get a nice profile page like mine . Keep in mind that I haven't solved that much on this website; therefore my profile page would seem empty. 😅

Additionally, I find their leaderboard page quite amusing.

SPOJ is a website that contains huge problems for solving. It claims to have 315,000 registered users and over 20,000 problems.

According to GFG,

You can start solving problems with maximum submission and follow or check the submission of good coders here. Once you solved around 50-70 problems and build some confidence, you can participate in different contests.

Their problem set is also quite amusing.

You will also get a nice user profile page here which you can use to showcase your problem solve skills.

13. CodinGame

In CodinGame, you can improve your coding skills with fun exercises in more than 25 programming languages.

It is a good website for intermediate and advanced software engineers to have fun while continuing to keep their skills sharp. Also, the challenges are gamified and the multiplayer access means that users can challenge friends and coworkers.

14. GeeksforGeeks (Popularly known as GFG)

You might wonder why I am including GFG in this article as it only provides algorithms, tutorials, and so on.

Well, that's not all they offer. Yes, GFG is pretty popular for its tutorials, algorithms, and so on, but they also provide a nice problem-solving platform here .

You can also filter the problems as you see fit for yourself.

You will also get your profile page where you can show your progress in problem solving on the GFG website.

Competitive programmers participate in programming contests and solve many problems on this website. This website is kind of special to the Bangladeshi people as the Bangladeshi universities arrange many programming contests through it.

You can solve problems in different categories on this website, and they also offer you a nice profile page. They also provide rankings based on your performance in the programming contests.

If you are a complete beginner in problem solving, then this website can help you a lot in starting your problem solving journey.

16. LightOJ

In LightOJ, you can solve a lot of categorized problems. It is highly based on solving algorithmic problems. Their problems are categorized as below:

• LightOJ Volumes
• Advanced Search Techniques
• Data Structures
• Divide And Conquer
• Dynamic Programming
• Fast Fourier Transform
• Flow/Matching
• Game Theory
• Graph Theory
• Parsing/Grammar
• Recursion/Branch and Bound

They also provide you with a nice profile page where you can see your activities. It might seem odd, but sometimes I find this website better than LeetCode in some cases. Moreover, everything you do on this website is completely free of cost!

17. Exercism

You can develop your programming fluency in 57 different programming languages with their unique blend of learning, practice and mentoring.

Exercism is completely free of cost, and it's built by people like us. You can also contribute or donate to them to support their amazing service for free.

They also provide a very nice user profile page which also shows everything you have done on their website, starting from publishing to maintaining.

On their tracks page, you will get a list of 57 different programming languages where you can start your practice.

Solving problems on their website seems super fun to me. I really liked the way they manage their website.

18. Online Judge (Commonly known as UVa)

This is one of the oldest websites out there for solving programming-related problems. I still find it to be a very hard website for beginners. The UI and navigation of the website are also very old.

All of the questions come with a PDF here. You need to download the PDF file of the problem if you want to solve problems as they do not offer a direct preview of the questions.

They have a lot of problemsets on their website . I still find a lot of users using this website nowadays. Therefore, I mentioned it here.

19. HackerEarth

HackerEarth is an Indian software company headquartered in San Francisco, US, that provides enterprise software that helps organisations with their technical hiring needs. HackerEarth is used by organizations for technical skill assessment and remote video interviewing.

You can practice your problem solving skills from their practice page. Also, you can participate in programming challenges and hackathons from their challenges page.

Their interview prep section is quite amazing. You can take part in the mock assessments for the Adobe Coding Test, Facebook Coding Test, and Amazon Coding Test.

They also provide a nice user profile for everyone.

20. Code Jam - Google's Coding Competitions

Google Code Jam is an international programming competition hosted and administered by Google. The competition began in 2003. The competition consists of a set of algorithmic problems which must be solved in a fixed amount of time.

If you are interested in taking part in the Code Jam contests, then their archive section is full of amazing resources for you where you can get the earlier questions and practice them.

They also offer a lot of prize money in their contests. An example can be:

Out of thousands of participants, only the top 25 will head to the World Finals to compete for the title of World Champion and cash prizes of up to $15,000. And there will be plenty of other prizes to go around — the top 1,000 competitors will win an exclusive Code Jam 2022 t-shirt.

21. ICPC - International Collegiate Programming Contest

ICPC is one of the most prestigious programming contests in the world.

The International Collegiate Programming Contest, known as the ICPC, is an annual multi-tiered competitive programming competition among the universities of the world.

Who is eligible for ICPC?

ACM/ICPC is a team-based competition with certain requirements to the participants: only post-secondary students and first-year post-graduate students no older than 24 are eligible; each team consists of three members. One can participate in the finals no more than twice and in the regionals no more than five times.

Personal Opinion

If you are a complete beginner, then start with beecrowd . If you want to start problem solving along with learning a specific programming language, then start with HackerRank .

After solving almost 50+ problems on beecrowd or HackerRank, start solving problems on Codeforces . The first time, you won't be able to do that well in the programming contests on Codeforces, and that is completely okay – it is natural. You just need to try regularly. The questions might seem pretty hard to you, but it'll become easier day by day after solving problems continuously.

You can participate in AtCoder the day you start solving problems on Codeforces. You can also try CodeChef , but I find Codeforces is enough in this case.

This will prepare you for the ICPC and Code Jam . Don't forget to solve the earlier questions on Code Jam.

If you want to gain expertise in Data Science, then simply go for Kaggle .

If you want to gain expertise in Algorithms, then LeetCode , and LightOJ are your only places. GeeksforGeeoks will also help you in this aspect.

For LeetCode, get some help from Nick White . His LeetCode Solution playlist has 189 videos as of today, and you will learn a lot from him, trust me!

Another good resource is Neetcode where you can get curated problems and their solutions from LeetCode. The official YouTube channel of Neetcode is also a great channel.

Additional Websites

You might find the websites below useful too!

⭐ StopStalk

This website retrieves your friends' recent submissions from various competitive websites (Such as Codeforces, SPOJ, HackerRank, Timus, and so on) and shows all of them in one place. You can check my StopStalk profile from here .

⭐ CodersRank

This is a platform made to help developers in job-seeking and professional growth. Here, your CodersRank profile serves as a proven track record of your coding knowledge.

You have to connect your private and public repositories here from GitHub to generate your true CodersRank profile. You can also check my CodersRank profile from here .

Thanks for reading the entire article. If it helps you then you can also check out other articles of mine at freeCodeCamp .

If you want to get in touch with me, then you can do so using Twitter , LinkedIn , and GitHub .

You can also SUBSCRIBE to my YouTube channel (Code With FahimFBA) if you want to learn various kinds of programming languages with a lot of practical examples regularly.

If you want to check out my highlights, then you can do so at my Polywork timeline .

You can also visit my website to learn more about me and what I'm working on.

Thanks a bunch!

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Addressing employee burnout: Are you solving the right problem?

The COVID-19 pandemic has accelerated and exacerbated long-standing corporate challenges to employee health and well-being , and in particular employee mental health. 1 When used in this article, “mental health” is a term inclusive of positive mental health and the full range of mental, substance use, and neurological conditions. This has resulted in reports of rapidly rising rates of burnout 2 When used in this article, “burnout” and “burnout symptoms” refer to work-driven burnout symptoms (per sidebar “What is burnout?”). around the world (see sidebar “What is burnout?”).

About the authors

This article is a collaborative effort by Jacqueline Brassey , Erica Coe , Martin Dewhurst, Kana Enomoto , Renata Giarola, Brad Herbig, and Barbara Jeffery , representing the views of the McKinsey Health Institute.

Many employers have responded by investing more into mental health and well-being than ever before. Across the globe, four in five HR leaders report that mental health and well-being is a top priority for their organization. 3 McKinsey Health Institute Employee Mental Health and Wellbeing Survey, 2022: n (employee) = 14,509; n (HR decision maker) = 1,389. Many companies offer a host of wellness benefits such as yoga, meditation app subscriptions, well-being days, and trainings on time management and productivity. In fact, it is estimated that nine in ten organizations around the world offer some form of wellness program. 4 Charlotte Lieberman, “What wellness programs don’t do for workers,” Harvard Business Review , August 14, 2019.

As laudable as these efforts are, we have found that many employers focus on individual-level interventions that remediate symptoms, rather than resolve the causes of employee burnout. 5 Anna-Lisa Eilerts et al., “Evidence of workplace interventions—A systematic review of systematic reviews,” International Journal of Environmental Research and Public Health , 2019, Volume 16, Number 19. Employing these types of interventions may lead employers to overestimate the impact of their wellness programs and benefits 6 Katherine Baicker et al., “Effect of a workplace wellness program on employee health and economic outcomes: A randomized clinical trial,” JAMA , 2019, Volume 321, Number 15; erratum published in JAMA , April 17, 2019. and to underestimate the critical role of the workplace in reducing burnout and supporting employee mental health and well-being. 7 Pascale M. Le Blanc, et al., “Burnout interventions: An overview and illustration,” in Jonathan R. B. Halbesleben’s Handbook of Stress and Burnout in Health Care , New York, NY: Nova Science Publishers, 2008; Peyman Adibi et al., “Interventions for physician burnout: A systematic review of systematic reviews,” International Journal of Preventive Medicine , July 2018, Volume 9, Number 1.

What is burnout?

According to the World Health Organization, burnout is an occupational phenomenon. It is driven by a chronic imbalance between job demands 1 Job demands are physical, social, or organizational aspects of the job that require sustained physical or mental effort and are therefore associated with certain physiological and psychological costs—for example, work overload and expectations, interpersonal conflict, and job insecurity. Job resources are those physical, social, or organizational aspects of the job that may do any of the following: (a) be functional in achieving work goals; (b) reduce job demands and the associated physiological and psychological costs; (c) stimulate personal growth and development such as feedback, job control, social support (Wilmar B. Schaufeli and Toon W. Taris, “A critical review of the job demands-resources model: Implications for improving work and health,” from Georg F. Bauer and Oliver Hämmig’s Bridging Occupational, Organizational and Public Health: A Transdisciplinary Approach , first edition, Dordrecht, Netherlands: Springer, 2014). (for example, workload pressure and poor working environment) and job resources (for example, job autonomy and supportive work relationships). It is characterized by extreme tiredness, reduced ability to regulate cognitive and emotional processes, and mental distancing. Burnout has been demonstrated to be correlated with anxiety and depression, a potential predictor of broader mental health challenges. 2 Previous meta-analytic findings demonstrate moderate positive correlations of burnout with anxiety and depression—suggesting that anxiety and depression are related to burnout but represent different constructs (Katerina Georganta et al., “The relationship between burnout, depression, and anxiety: A systematic review and meta-analysis,” Frontiers in Psychology , March 2019, Volume 10, Article 284). When used in this article, burnout does not imply a clinical condition.

Research shows that, when asked about aspects of their jobs that undermine their mental health and well-being, 8 Paula Davis, Beating Burnout at Work: Why Teams Hold the Secret to Well-Being and Resilience , Philadelphia, PA: Wharton School Press, 2021. employees frequently cite the feeling of always being on call, unfair treatment, unreasonable workload, low autonomy, and lack of social support. 9 Jennifer Moss, The Burnout Epidemic: The Rise of Chronic Stress and How We Can Fix It , Boston, MA: Harvard Business Review Press, 2021. Those are not challenges likely to be reversed with wellness programs. In fact, decades of research suggest that interventions targeting only individuals are far less likely to have a sustainable impact on employee health than systemic solutions, including organizational-level interventions. 10 Hanno Hoven et al., “Effects of organisational-level interventions at work on employees’ health: A systematic review,” BMC Public Health , 2014, Volume 14, Number 135.

Since many employers aren’t employing a systemic approach, many have weaker improvements in burnout and employee mental health and well-being than they would expect, given their investments.

Organizations pay a high price for failure to address workplace factors 11 Gunnar Aronsson et al., “A systematic review including meta-analysis of work environment and burnout symptoms,” BMC Public Health , 2017, Volume 17, Article 264. that strongly correlate with burnout, 12 Sangeeta Agrawal and Ben Wigert, “Employee burnout, part 1: The 5 main causes,” Gallup, July 12, 2018. such as toxic behavior. 13 The high cost of a toxic workplace culture: How culture impacts the workforce — and the bottom line , Society for Human Resource Management, September 2019. A growing body of evidence, including our research in this report, sheds light on how burnout and its correlates may lead to costly organizational issues such as attrition. 14 Caio Brighenti et al., “Why every leader needs to worry about toxic culture,” MIT Sloan Management Review, March 16, 2022. Unprecedented levels of employee turnover—a global phenomenon we describe as the Great Attrition —make these costs more visible. Hidden costs to employers also include absenteeism, lower engagement, and decreased productivity. 15 Eric Garton, “Employee burnout is a problem with the company, not the person,” Harvard Business Review , April 6, 2017.

The McKinsey Health Institute: Join us!

The McKinsey Health Institute (MHI) is an enduring, non-profit-generating global entity within McKinsey. MHI strives to catalyze actions across continents, sectors, and communities to achieve material improvements in health, empowering people to lead their best possible lives. MHI is fostering a strong network of organizations committed to this aspiration, including employers globally who are committed to supporting the health of their workforce and broader communities.

MHI has a near-term focus on the urgent priority of mental health, with launch of a flagship initiative around employee mental health and well-being. By convening leading employers, MHI aims to collect global data, synthesize insights, and drive innovation at scale. Through collaboration, we can truly make a difference, learn together, and co-create solutions for workplaces to become enablers of health—in a way that is good for business, for employees, and for the communities in which they live.

To stay updated about MHI’s initiative on employee mental health and well-being sign up at McKinsey.com/mhi/contact-us .

In this article, we discuss findings of a recent McKinsey Health Institute (MHI)  (see sidebar “The McKinsey Health Institute: Join us!”) global survey that sheds light on frequently overlooked workplace factors underlying employee mental health and well-being in organizations around the world. We conclude by teeing up eight questions for reflection along with recommendations on how organizations can address employee mental-health and well-being challenges by taking a systemic approach focused on changing the causes rather than the symptoms of poor outcomes. While there is no well-established playbook, we suggest employers can and should respond through interventions focused on prevention rather than remediation.

We are seeing persistent burnout challenges around the world

To better understand the disconnection between employer efforts and rising employee mental-health and well-being challenges (something we have observed  since the start of the pandemic ), between February and April 2022 we conducted a global survey of nearly 15,000 employees and 1,000 HR decision makers in 15 countries. 16 Argentina, Australia, Brazil, China, Egypt, France, Germany, India, Japan, Mexico, South Africa, Switzerland, Turkey, the United Kingdom, and the United States. The combined population of the selected countries correspond to approximately 70 percent of the global total.

The workplace dimensions assessed in our survey included toxic workplace behavior, sustainable work, inclusivity and belonging, supportive growth environment, freedom from stigma, organizational commitment, leadership accountability, and access to resources. 17 The associations of all these factors with employee health and well-being have been extensively explored in the academic literature. That literature heavily informed the development of our survey instrument. We have psychometrically validated this survey across 15 countries including its cross-cultural factorial equivalence. For certain outcome measures we collaborated with academic experts who kindly offered us their validated scales including the Burnout Assessment Tool (BAT), the Distress Screener, and the Adaptability Scale referenced below. Those dimensions were analyzed against four work-related outcomes—intent to leave, work engagement, job satisfaction, and organization advocacy—as well as four employee mental-health outcomes—symptoms of anxiety, burnout, depression, and distress. 18 Instruments used were the Burnout Assessment Tool (Steffie Desart et al., User manual - Burnout assessment tool [BAT ] , - Version 2.0, July 2020) (burnout symptoms); Distress Screener (4DSQ; JR Anema et al., “Validation study of a distress screener,” Journal of Occupational Rehabilitation , 2009, Volume 19) (distress); GAD-2 assessment (Priyanka Bhandari et al., “Using Generalized Anxiety Disorder-2 [GAD-2] and GAD-7 in a primary care setting,” Cureus , May 20, 2021, Volume 12, Number 5) (anxiety symptoms); and the PHQ-2 assessment (Patient Health Questionnaire [PHQ-9 & PHQ-2], American Psychological Association) (depression symptoms). Individual adaptability was also assessed 19 In this article, “adaptability” refers to the “affective adaptability” which is one sub-dimension of The Adaptability Scale instrument (Michel Meulders and Karen van Dam, “The adaptability scale: Development, internal consistency, and initial validity evidence,” European Journal of Psychological Assessment , 2020, Volume 37, Number 2). (see sidebar “What we measured”).

What we measured

Workplace factors assessed in our survey included:

• Toxic workplace behavior: Employees experience interpersonal behavior that leads them to feel unvalued, belittled, or unsafe, such as unfair or demeaning treatment, noninclusive behavior, sabotaging, cutthroat competition, abusive management, and unethical behavior from leaders or coworkers.
• Inclusivity and belonging: Organization systems, leaders, and peers foster a welcoming and fair environment for all employees to be themselves, find connection, and meaningfully contribute.
• Sustainable work: Organization and leaders promote work that enables a healthy balance between work and personal life, including a manageable workload and work schedule.
• Supportive growth environment: Managers care about employee opinions, well-being, and satisfaction and provide support and enable opportunities for growth.
• Freedom from stigma and discrimination: Freedom from the level of shame, prejudice, or discrimination employees perceive toward people with mental-health or substance-use conditions.
• Organizational accountability: Organization gathers feedback, tracks KPIs, aligns incentives, and measures progress against employee health goals.
• Leadership commitment: Leaders consider employee mental health a top priority, publicly committing to a clear strategy to improve employee mental health.
• Access to resources: Organization offers easy-to-use and accessible resources that fit individual employee needs related to mental health. 1 Including adaptability and resilience-related learning and development resources.

Health outcomes assessed in our survey included:

• Burnout symptoms: An employee’s experience of extreme tiredness, reduced ability to regulate cognitive and emotional processes, and mental distancing (Burnout Assessment Tool). 2 Burnout Assessment Tool, Steffie Desart et al., “User manual - Burnout assessment tool (BAT), - Version 2.0,” July 2020.
• Distress: An employee experiencing a negative stress response, often involving negative affect and physiological reactivity (4DSQ Distress Screener). 3 Distress screener, 4DSQ; JR Anema et al., “Validation study of a distress screener,” Journal of Occupational Rehabilitation , 2009, Volume 19.
• Depression symptoms: An employee having little interest or pleasure in doing things, and feeling down, depressed, or hopeless (PHQ-2 Screener). 4 Kurt Kroenke et al., “The patient health questionnaire-2: Validity of a two-item depression screener,” Medical Care , November 2003, Volume 41, Issue 11.
• Anxiety symptoms: An employee’s feelings of nervousness, anxiousness, or being on edge, and not being able to stop or control worrying (GAD-2 Screener). 5 Kurt Kroenke et al., “Anxiety disorders in primary care: Prevalence, impairment, comorbidity, and detection,” Annals of Internal Medicine , March 6, 2007, Volume 146, Issue 5.

Work-related outcomes assessed in our survey included:

• Intent to leave: An employee’s desire to leave the organization in which they are currently employed in the next three to six months.
• Work engagement: An employee’s positive motivational state of high energy combined with high levels of dedication and a strong focus on work.
• Organizational advocacy: An employee’s willingness to recommend or endorse their organization as a place to work to friends and relatives.
• Work satisfaction: An employee’s level of contentment or satisfaction with their current job.

Our survey pointed to a persistent disconnection between how employees and employers perceive mental health and well-being in organizations. We see an average 22 percent gap between employer and employee perceptions—with employers consistently rating workplace dimensions associated with mental health and well-being more favorably than employees. 20 Our survey did not link employers and employees’ responses. Therefore, these numbers are indicative of a potential gap that could be found within companies.

In this report—the first of a broader series on employee mental health from the McKinsey Health Institute—we will focus on burnout, its workplace correlates, and implications for leaders. On average, one in four employees surveyed report experiencing burnout symptoms. 21 Represents global average of respondents experiencing burnout symptoms (per items from Burnout Assessment Tool) sometimes, often, or always. These high rates were observed around the world and among various demographics (Exhibit 1), 22 Our survey findings demonstrate small but statistically significant differences between men and women, with women reporting higher rates of burnout symptoms (along with symptoms of distress, depression, and anxiety). Differences between demographic variables across countries will be discussed in our future publications. and are consistent with global trends. 23 Ashley Abramson, “Burnout and stress are everywhere,” Monitor on Psychology , January 1, 2022, Volume 53, Number 1.

So, what is behind pervasive burnout challenges worldwide? Our research suggests that employers are overlooking the role of the workplace in burnout and underinvesting in systemic solutions.

Employers tend to overlook the role of the workplace in driving employee mental health and well-being, engagement, and performance

In all 15 countries and across all dimensions assessed, toxic workplace behavior was the biggest predictor of burnout symptoms and intent to leave by a large margin 24 Measured as a function of predictive power of the dimensions assessed; predictive power was estimated based on share of outcome variability associated with each dimension; based on regression models applied to cross-sectional data (that is, measured at one point in time), rather than longitudinal data (that is, measured over time); causal relationships have not been established. —predicting more than 60 percent of the total global variance. For positive outcomes (including work engagement, job satisfaction, and organization advocacy), the impact of factors assessed was more distributed—with inclusivity and belonging, supportive growth environment, sustainable work, and freedom from stigma predicting most outcomes (Exhibit 2).

In all 15 countries and across all dimensions assessed, toxic workplace behavior had the biggest impact predicting burnout symptoms and intent to leave by a large margin.

The danger of toxic workplace behavior—and its impact on burnout and attrition

Across the 15 countries in the survey, toxic workplace behavior is the single largest predictor of negative employee outcomes, including burnout symptoms (see sidebar “What is toxic workplace behavior?”). One in four employees report experiencing high rates of toxic behavior at work. At a global level, high rates were observed across countries, demographic groups—including gender, organizational tenure, age, virtual/in-person work, manager and nonmanager roles—and industries. 25 Differences between demographic variables across countries will be discussed in our future articles.

What is toxic workplace behavior?

Toxic workplace behavior is interpersonal behavior that leads to employees feeling unvalued, belittled, or unsafe, such as unfair or demeaning treatment, non-inclusive behavior, sabotaging, cutthroat competition, abusive management, and unethical behavior from leaders or coworkers. Selected questions from this dimension include agreement with the statements “My manager ridicules me,” “I work with people who belittle my ideas,” and “My manager puts me down in front of others.”

Toxic workplace behaviors are a major cost for employers—they are heavily implicated in burnout, which correlates with intent to leave and ultimately drives attrition. In our survey, employees who report experiencing high levels of toxic behavior 26 “High” represents individuals in the top quartile of responses and “low” represents individuals in the bottom quartile of responses. at work are eight times more likely to experience burnout symptoms (Exhibit 3). In turn, respondents experiencing burnout symptoms were six times more likely to report they intend to leave their employers in the next three to six months (consistent with recent data pointing to toxic culture as the single largest predictor of resignation during the Great Attrition, ten times more predictive than compensation alone 27 Charles Sull et al., “Toxic culture is driving the Great Resignation,” MIT Sloan Management Review, January 11, 2022. and associated with meaningful organizational costs 28 Rasmus Hougaard, “To stop the Great Resignation, we must fight dehumanization at work,” Potential Project, 2022. ). The opportunity for employers is clear. Studies show that intent to leave may correlate with two- to three-times higher 29 Bryan Bohman et al., “Estimating institutional physician turnover attributable to self-reported burnout and associated financial burden: A case study,” BMC Health Services Research , November 27, 2018, Volume 18, Number 1. rates of attrition; conservative estimates of the cost of replacing employees range from one-half to two times their annual salary. Even without accounting for costs associated with burnout—including organizational commitment 30 Michael Leiter and Christina Maslach, “The impact of interpersonal environment on burnout and organizational commitment,” Journal of Organizational Behavior , October 1988, Volume 9, Number 4. and higher rates of sick leave and absenteeism 31 Arnold B. Bakker et al., “Present but sick: A three-wave study on job demands, presenteeism and burnout,” Career Development International , 2009, Volume 14, Number 1. —the business case for addressing it is compelling. The alternative—not addressing it—can lead to a downward spiral in individual and organizational performance. 32 Arnold B. Bakker et al., “Present but sick: A three-wave study on job demands, presenteeism and burnout,” Career Development International , 2009, Volume 14, Number 1.

Individuals’ resilience and adaptability skills may help but do not compensate for the impact of a toxic workplace

Toxic behavior is not an easy challenge to address. Some employers may believe the solution is simply training people to become more resilient.

There is merit in investing in adaptability and resiliency skill building . Research indicates that employees who are more adaptable tend to have an edge in managing change and adversity. 33 Karen van Dam, “Employee adaptability to change at work: A multidimensional, resource-based framework,” from The Psychology of Organizational Change: Viewing Change from the Employee’s Perspective , Cambridge, England: Cambridge University Press, 2013; Jacqueline Brassey et al., Advancing Authentic Confidence Through Emotional Flexibility: An Evidence-Based Playbook of Insights, Practices and Tools to Shape Your Future , second edition, Morrisville, NC: Lulu Press, 2019; B+B Vakmedianet B.V. Zeist, Netherlands (to be published Q3 2022). We see that edge reflected in our survey findings: adaptability acts as a buffer 34 Estimated buffering effect illustrated in Exhibit 4. to the impact of damaging workplace factors (such as toxic behaviors), while magnifying the benefit of supportive workplace factors (such as a supportive growth environment) (Exhibit 4). In a recent study, employees engaging in adaptability training experienced three times more improvement in leadership dimensions and seven times more improvement in self-reported well-being than those in the control group. 35 McKinsey’s People and Organization Performance - Adaptability Learning Program; multirater surveys showed improvements in adaptability outcomes, including performance in role, sustainment of well-being, successfully adapting to unplanned circumstances and change, optimism, development of new knowledge and skills; well-being results were based on self-reported progress as a result of the program.

However, employers who see building resilience and adaptability skills in individuals as the sole solution to toxic behavior and burnout challenges are misguided. Here is why.

Individual skills cannot compensate for unsupportive workplace factors. When it comes to the effect of individual skills, leaders should be particularly cautious not to misinterpret “favorable” outcomes (for example, buffered impact of toxic behaviors across more adaptable employees) as absence of underlying workplace issues that should be addressed. 36 Tomas Chamorro-Premuzic, “To prevent burnout, hire better bosses,” Harvard Business Review , August 23, 2019.

Also, while more adaptable employees are better equipped to work in poor environments, they are less likely to tolerate them. In our survey, employees with high adaptability were 60 percent more likely to report intent to leave their organization if they experienced high levels of toxic behavior at work than those with low adaptability (which may possibly relate to a higher level of self-confidence 37 Brassey et al. found that as a result of a learning program, employees who developed emotional flexibility skills, a concept related to affective adaptability but also strongly linked to connecting with purpose, developed a higher self-confidence over time; Jacqueline Brassey et al., “Emotional flexibility and general self-efficacy: A pilot training intervention study with knowledge workers,” PLOS ONE , October 14, 2020, Volume 15, Number 10. ). Therefore, relying on improving employee adaptability without addressing broader workplace factors puts employers at an even higher risk of losing some of its most resilient, adaptable employees.

Employees with high adaptability were 60 percent more likely to report intent to leave their organization if they experienced high levels of toxic behavior at work than those with low adaptability.

What this means for employers: Why organizations should take a systemic approach to improving employee mental health and well-being

We often think of employee mental health, well-being, and burnout as a personal problem. That’s why most companies have responded to symptoms by offering resources focused on individuals such as wellness programs.

However, the findings in our global survey and research are clear. Burnout is experienced by individuals, but the most powerful drivers of burnout are systemic organizational imbalances across job demands and job resources. So, employers can and should view high rates of burnout as a powerful warning sign that the organization—not the individuals in the workforce—needs to undergo meaningful systematic change.

Employers can and should view high rates of burnout as a powerful warning sign that the organization—not the individuals in the workforce—needs to undergo meaningful systematic change.

Taking a systemic approach means addressing both toxic workplace behavior and redesigning work to be inclusive, sustainable, and supportive of individual learning and growth, including leader and employee adaptability skills. It means rethinking organizational systems, processes, and incentives to redesign work, job expectations, and team environments.

As an employer, you can’t “yoga” your way out of these challenges. Employers who try to improve burnout without addressing toxic behavior are likely to fail. Our survey shows that improving all other organization factors assessed (without addressing toxic behavior) does not meaningfully improve reported levels of burnout symptoms. Yet, when toxic behavior levels are low, each additional intervention contributes to reducing negative outcomes and increasing positive ones.

The interactive graphic shows the estimated interplay between the drivers and outcomes, based on our survey data (Exhibit 5).

Taking a preventative, systemic approach—focused on addressing the roots of the problem (as opposed to remediating symptoms)—is hard. But the upside for employers is a far greater ability to attract and retain valuable talent over time.

The good news: Although there are no silver bullets, there are opportunities for leaders to drive material change

We see a parallel between the evolution of global supply chains and talent. Many companies optimized supply chains for “just in time” delivery, and talent was optimized to drive operational efficiency and effectiveness. As supply chains come under increasing pressure, many companies recognize the need to redesign and optimize supply chains for resilience and sustainability, and the need to take an end-to-end approach to the solutions. The same principles apply to talent.

We acknowledge that the factors associated with improving employee mental health and well-being (including organizational-, team-, and individual-level factors) are numerous and complex. And taking a whole-systems approach is not easy.

Would you like to learn more about the McKinsey Health Institute ?

Despite the growing momentum toward better employee mental health and well-being (across business and academic communities), we’re still early on the journey. We don’t yet have sufficient evidence to conclude which interventions work most effectively—or a complete understanding of why they work and how they affect return on investment.

That said, efforts to mobilize the organization to rethink work—in ways that are compatible with both employee and employer goals—are likely to pay off in the long term. To help spark that conversation in your organization, we offer eight targeted questions and example strategies with the potential to address some of the burnout-related challenges discussed in this article.

Do we treat employee mental health and well-being as a strategic priority?

This is fundamental to success. When a large organization achieved a 7 percent reduction in employee burnout rates (compared with an 11 percent increase in the national average within the industry over the same period), the CEO believed that leadership and sustained attention from the highest level of the organization were the “key to making progress.” 38 John H. Noseworthy and Tait D Shanafelt, “Executive leadership and physician well‐being: Nine organizational strategies to promote engagement and reduce burnout,” Mayo Clinic Proceedings , January 2017, Volume 92, Number 1. Senior executives recognized employee mental health and well-being as a strategic priority. Executives publicly acknowledged the issues and listened to employee needs through a wide range of formats—including town halls, workshops, and employee interviews (our research suggests that leaders are not listening to their people  nearly enough). They prioritized issues and defined clear, time-bound measurable goals around them—with a standardized measure of burnout being given equal importance to other key performance metrics (financial metrics, safety/quality, employee turnover, and customer satisfaction). Although anonymous at the level of the individual, results were aggregated at division/department level to allow executive leadership to focus attention and resources where they were most needed. 39 Liselotte Dyrbye et al., “Physician burnout: Contributors, consequences and solutions,” Journal of Internal Medicine , 2018, Volume 283, Number 6. This example highlights how CEOs have the ability to create meaningful change through listening to employees and prioritizing strategies to reduce burnout.

Do we effectively address toxic behaviors?

Eliminating toxic workplace behavior is not an easy task. Organizations that tackle toxic behavior effectively deploy a set of integrated work practices  to confront the problem, 40 Robert I. Sutton, The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn’t , first edition, New York, NY: Business Plus, 2010. and see treatment of others as an integral part of assessing an employee’s performance. Manifestations of toxic behavior 41 “Why every leader,” 2022. are flagged, repeat offenders either change or leave, and leaders take time  to become aware of the impact their behavior has on others. If you lead part of an organization, looking at your own behaviors, and what you tolerate in your own organization, is a good place to start. 42 “ Author Talks: How to handle your work jerk ,” March 29, 2022.

Leaders with higher self-regulation may be better, less toxic leaders

Research shows that leaders’ development of self-regulation increases followers’ ratings of their effectiveness and is associated with higher team financial performance as well as a higher final team grade compared with a control group. The benefits of self-regulation also improved leaders’ development of task-relevant competencies. 1 Robin Martin and JooBee Yeow, “The role of self-regulation in developing leaders: A longitudinal field experiment,” Leadership Quarterly , October 2013, Volume 24, Number 5. Furthermore, building employees’ resilience and adaptability  skills leads to a higher sense of agency and self-efficacy, 2 Jacqueline Brassey et al., “Emotional flexibility and general self-efficacy: A pilot training intervention study with knowledge workers,” PLOS ONE , October 14, 2020, Volume 15, Number 10; and Jacqueline Brassey et al., Advancing Authentic Confidence Through Emotional Flexibility: An Evidence-Based Playbook of Insights, Practices and Tools to Shape Your Future , second edition, Morrisville, NC: Lulu Press, 2019; B+B Vakmedianet B.V. Zeist, Netherlands (to be published Q3 2022). which is related to reduced burnout and improved performance. 3 Charles Benight et al., “Associations between job burnout and self-efficacy: A meta-analysis,” Anxiety, Stress, & Coping , 2016, Volume 29, Issue 4; and Alex Stajkovic, “Self-efficacy and work-related performance: A meta-analysis,” Psychological Bulletin , 1998, Volume 124, Number 2.

Another component of eliminating toxic behavior is cultivating supportive, psychologically safe work environments , where toxic behaviors are less likely to spread  across the organization. 43 Annie McKee, “Neutralize your toxic boss,” Harvard Business Review , September 24, 2008. Effective leaders know that emotional contagion 44 John T. Cacioppo et al., Emotional Contagion , Cambridge, England: Cambridge University Press, 1994. may go both ways: displaying vulnerability and compassion  fuels more compassionate teams; displaying toxic behavior fuels more toxic teams. 45 Michael Housman and Dylan Minor, Toxic workers , Harvard Business School working paper, No. 16-057, October 2015 (revised November 2015). There are two caveats: toxic behavior may not be intentional—particularly if individuals are not equipped to respond with calm  and compassion under pressure—and regardless of intent, toxic behavior spreads faster and wider than good behavior. 46 “To prevent burnout,” 2019. To prevent unintentional dissemination of toxic behaviors, role modeling from adaptable , self-regulating, compassionate leaders may help (see sidebar “Leaders with higher self-regulation may be better, less toxic leaders”).

Do we create inclusive work environments?

Most leaders recognize the established associations between performance and inclusion , but inclusion does not happen by accident . Inclusion is a multifaceted construct that must be addressed comprehensively and proactively. Most companies define inclusion too narrowly and thus address it too narrowly as well. Over the past three years, we’ve broadened our perspective  on how to create truly inclusive workplaces and developed a modern inclusion model . The model includes 17 practices (based on frequency of desired behaviors) and six outcomes (based on perceptions of effectiveness). Each practice falls into one of three relationships that shape workplace inclusion: organizational systems, leaders, and peers/teammates.

The 17 inclusive-workplace practices , when done consistently well, drive workplace inclusion and equity for all employees by providing clarity into actions that matter. For example, among employees working in hybrid models , work–life support was the top practice employees desired improvements on—with nearly half of employees recommending prioritizing policies that support flexibility—including extended parental leave, flexible hours, and work-from-home policies.

A truly inclusive workplace implements systems that minimize conscious and unconscious bias , allowing employees to express themselves and connect with each other. It also features leaders who not only advocate for team members and treat them impartially but also uphold and support all organizational systems and practices . For example, one employer defined data-driven targets for the representation and advancement of diverse talent across dimensions (beyond gender and ethnicity) and role types (executive, management, technical, board)—leveraging powerful analytics to track progress and foster transparency along the way.

Do we enable individual growth?

Evidence suggests that individual growth, learning, and development programs are effective 47 Arnold B. Bakker and Evangelia Demerouti, “Towards a model of work engagement,” Career Development International , 2008, Volume 13, Issue 3. ways to combat burnout and to retain and engage employees, and therefore are important for addressing growing talent and skills shortages within organizations. Employers who “double down” on talent redeployment, mobility, reskilling, and upskilling tend to see improvement across a range of financial, organizational, and employee experience metrics. In a recent study of extensive employee data, offering lateral career opportunities was two-and-half times more predictive of employee retention than compensation, and 12 times more predictive than promotions 48 “Why every leader,” 2022. —signaling an opportunity for leaders to support employee desires to learn, explore, and grow way beyond traditional career progression.

Investing in your employees’ capabilities can drive financial returns, is often cheaper than hiring, and signals to employees that they are valued and have an important role in the organization.

Do we promote sustainable work?

Promoting sustainable work goes beyond managing workload. It’s about enabling employees to have a sense of control and predictability, flexibility, and sufficient time for daily recovery. It’s also about leading with compassion and empathy 49 “It’s time to eliminate bad bosses. They are harmful and expensive,” Potential Project, The Human Leader, April 2022. —tailoring interventions based on where, when, and how work can be done , and how different groups are more likely to (re)establish socio-emotional ties  after a long period of isolation and loss of social cohesion .

One technology company is using real-time data on employee preferences to rapidly test and iterate solutions that work for specific groups around return-to-office options. To find solutions that work for your employees, consider adopting a test-and-learn  mindset. This approach can help the organization make progress while adapting as context evolves (a hallmark of more productive  organizations).

Are we holding leaders accountable?

Many organizations consider people leadership criteria in their performance management. Yet, there is substantial room to grow when it comes to employers providing transparency around employee mental-health and well-being objectives and metrics. 50 Workplace Mental Health Blogs , One Mind, “Fix performance management by aligning it with employee mental health,” blog entry by Daryl Tol, March 2, 2022; Garett Slettebak, “Measuring progress on workplace mental health”, One Mind at Work, March 24, 2022.

Organizations that are doing this well have set clear expectations for managers to lead in a way that is supportive of employee mental health and well-being. 51 Taylor Adams et al., Mind the workplace: Work health survey 2021 , Mental Health America, 2021. They offer training to help managers identify, proactively ask about, and listen to employees’ mental-health and well-being needs. They also introduce mental-health “pulse” checks and incorporate relevant questions into the broader employee satisfaction surveys, to establish a baseline and track trends in how employees are feeling. Discussion on employee mental health and well-being can be incorporated into regular leadership meetings, including concerns, risks, and potential actions.

To encourage leaders to lead by example and increase their accountability, some employers embed employee mental-health support into leaders’ reviews based on anonymous upward feedback from their teams. Finally, some companies are exploring if they can go even further and tie incentives to short- and long-term employee mental-health and well-being objectives.

Are we effectively tackling stigma?

As noted in a previous McKinsey article , the majority of employers and employees acknowledge the presence of stigma 52 In the context of employee mental health, stigma is defined as a level of shame, prejudice, or discrimination toward people with mental-health or substance-use conditions. in their workplaces. Stigma has been shown to have real costs to workforce productivity, often exacerbating underlying conditions because of people being afraid to seek help for mental-health needs and driving down an employee’s self-worth and engagement.

We see several actions that organizations are taking to eliminate stigma. 53 Erica Coe, Jenny Cordina, Kana Enomoto, and Nikhil Seshan, “ Overcoming stigma: Three strategies toward better mental health in the workplace ,” July 23, 2021. Leading by example can make a difference, with senior leaders stepping forward to describe personal struggles with mental health, using nonstigmatizing language. 54 Evelien Brouwers et al., “To disclose or not to disclose: A multi-stakeholder focus group study on mental health issues in the work environment. Journal of Occupational Rehabilitation , 2020, Volume 30, Number 1. Leaders showing vulnerability helps to remove shame and promote a psychologically safe culture. 55 Global thriving at work framework , MindForward Alliance, 2020.

Stigma can also be reduced by companies prioritizing mental wellness as critical for peak performance instead of rewarding overwork at the expense of rest and renewal—rewarding an “athlete” mindset instead of overemphasizing a “hero.” This can begin to shift perception of signs of burnout or other mental-health needs as being indicative of a moral failing. Finally, creating a dedicated role to support employee mental health and well-being and appointing a senior leader, such as chief wellness officer, will increase awareness and show commitment.

Do our resources serve employee needs?

Leaders should evaluate whether mental-health and well-being resources are at parity with physical-health benefits and how frequently they are being used by employees. An increasing number of employers have expanded access to mental-health services 56 Charles Ingoglia, “Now more than ever, employers must provide mental health support for employees,” National Council for Mental Wellbeing, May 4, 2022. ; however, research  shows that almost 70 percent of employees find it challenging to access those services.

In a previous survey , 45 percent of respondents who had left their jobs cited the need to take care of family as an influential factor in their decision (with a similar proportion of respondents who are considering quitting also citing the demands of family care). Expanding childcare, nursing services, or other home- and family-focused benefits could help keep such employees from leaving and show that you value them. Patagonia, long the standard-bearer for progressive workplace policies, retains nearly 100 percent of its new mothers with on-site childcare and other benefits for parents.

Never in history have organizations around the world devoted so much attention and capital to improving employee mental health and well-being. It is lamentable that these investments are not always providing a good return regarding improved outcomes. Employers that take the time to understand the problem at hand—and pursue a preventative, systemic approach focused on causes instead of symptoms—should see material improvements in outcomes and succeed in attracting and retaining valuable talent. More broadly, employers globally have an opportunity to play a pivotal role in helping people achieve material improvements in health. With collaboration and shared commitment, employers can make a meaningful difference in the lives of their employees and the communities they live in.

The McKinsey Health Institute (MHI) is collaborating with leading organizations around the world to achieve material improvements in health—adding years to life and life to years. As part of that, MHI is focused on improving employee mental health and well-being at scale—in a way that is good for business, for employees, and for the communities they live in.

To stay updated about MHI’s initiative on employee mental health and well-being, sign up at McKinsey.com/mhi/contact-us .

Jacqueline Brassey is a director of research science in McKinsey’s Luxemburg office, Erica Coe is a partner in the Atlanta office, Martin Dewhurst is a senior partner in the London office, Kana Enomoto is a senior expert in the Washington, DC, office, and Barbara Jeffery is a partner in the London office; they are all leaders with McKinsey Health Institute (MHI). Renata Giarola , in the Southern California office, and Brad Herbig , in the Philadelphia office, are consultants with MHI.

The authors wish to thank Yueyang Chen, Elena Chit, Aaron de Smet, Soheil Eshghi, Lars Hartenstein, Tom Latkovic, David Mendelsohn, Roxy Merkand, Isidora Mitic, Bill Schaninger, Wilmar Schaufeli, Jeris Stueland, Berend Terluin, Karen van Dam, and Marieke van Hoffen for their contributions to this article.

This article was edited by Allan Gold, a senior editorial advisor in Washington, DC, and Elizabeth Newman, an executive editor in the Chicago office.

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The Top 5 Marketing Challenges Expected Globally in 2024, And How to Overcome Them [Data + Expert Tips]

Published: November 28, 2023

2023 was a whirlwind.

For one, there were the enormous strides in AI that resulted in massive shifts across the marketing industry. (Many marketers compare AI innovations to the industrial revolution . No big deal or anything.)

Besides AI, there have been massive shifts in how content ranks on search engines due to Google's new EEAT search ranking factors .

Consumer buying behavior has changed drastically, as well, with an increasing number of consumers turning to social media to shop. In fact, Gen Z, Millennials, and Gen X actually prefer finding products on social media over any other channel.

As we approach 2024, it's critical to pause for a moment and reflect on the biggest challenges marketers feel they faced this year.

Below, let's review the current global marketing issues impacting the industry, according to data from HubSpot’s 2024 State of Marketing Report (coming January 2024) and insights from marketing experts.

Or jump to whichever top challenge you're most curious about:

• Facilitating sales and marketing alignment
• Hiring top talent
• Knowing the social issues your audience cares about 
• Creating content that generates leads
• Gaining and keeping followers on social media

Top Challenges Marketers' Faced in 2023, Ranked — Plus, Expert Insights on How to Navigate Those Challenges in 2024

1. facilitating strong sales and marketing alignment.

Strong sales and marketing alignment is critical for any successful organization. And yet, it's undeniably challenging to facilitate strong communication to help these two teams work better together.

Which is why a whopping one-third (35%) of marketers say a lack of effective communication between sales and marketing is their top challenge.

Why It's a Challenge

Many sales and marketing teams work in silos at larger organizations. Bridging the gap between the two teams — particularly when those teams have different priorities and are unclear of their shared goals — can be difficult, especially when neither team feels motivated to do so.

Additionally, the two teams might implement separate data and analytics processes, making it hard to share data consistently and retrieve insights that help both sales and marketing determine what's working and what isn’t.

But alignment is critical to your business' success in 2024. Organizations with tightly aligned sales and marketing teams see 27% faster profit growth , and 36% higher customer retention .

What You Can Do

To explore how you can foster stronger sales and marketing alignment, I spoke with Monica Elgemark , Chief Marketing Officer at Oneflow .

She told me, “To address this challenge, it's imperative to define clear goals and objectives that both sales and marketing teams can rally behind. Clear goals and objectives that differentiate between awareness and revenue should be considered in order for both sales and marketing to understand the values different campaigns bring. It is a mutual dependency between these areas that needs respect.”

Beyond identifying shared goals, Elgemark emphasizes the importance of transparent communication between teams. Regular meetings and collaboration tools are helpful, but they're just that – tools. To truly facilitate alignment, your team needs to implement and continuously nourish a collaborative culture.

Data plays a key role, as well. As Elgemark puts it, “Sharing data and analytics represents an essential facet of this alignment process. Implementing a robust customer relationship management (CRM) system, accessible to both teams, allows for the exchange of invaluable customer data. This data not only informs marketing strategies but also empowers sales teams to better comprehend and engage with leads.”

Finally, Elgemark encourages marketers to seek out feedback from the sales team. Ask your sales team about the quality and readiness of your leads, which will ultimately help you hone in on the marketing activities that drive the most revenue for the business.

2. Hiring Top Talent

The strength of your marketing team starts and ends with the talent you employ.

While it's one of the most important components of a strong marketing team, it’s also one of the most challenging aspects.

In fact, when it comes to hiring, 35% of marketers report finding candidates with the right skillset is their top challenge.

2023 saw some major challenges when it came to hiring. For one, there was higher demand for skilled workers, which led to higher wages and benefits for workers and increased competition among employers to attract top talent.

Additionally, many employees have shifted their priorities and now seek out companies with strong work-life balance and company culture. Many also prefer the option for remote or hybrid work. If your organization doesn't offer these benefits, you’ll likely find it harder to attract top talent.

These challenges will continue to infiltrate hiring and retention in 2024.

HubSpot's Senior Recruiter Kaleigh Hoffman told me a strong partnership between the hiring managers and talent acquisition team is critical for attracting top talent iA 2024.

She says, "A recruiter’s best email or InMail message is never as flattering as direct outreach from a hiring manager, so if you are willing to write a personalized note — it really goes a long way. During a time when AI is making it easier and faster to write anything, personalized outreach can make the difference in someone responding or not. If you are writing to a 'rockstar' candidate, keep in mind that they want to know why you are reaching out to them, so be sure to include why you are interested in their profile, specifically."

Hoffman adds that specific job profiles with clearly defined attributes will help set your job descriptions apart from others in the market, which might skew more general. 

It's important to remember that recruiting is similar to selling. So, as Hoffman puts it, "If you are speaking with a strong candidate, specifically asking them what they are excited about or looking for in their next role can help you close them in later conversations. Reminding candidates of their motivators in final conversations — whether it’s benefits, flexibility, or something else — can really help seal the deal." 

Hoffman adds that its important not to get too discouraged if a candidate decides not to pursue a role. Instead, look at rejection as an opportunity to ask that candidate if they have anyone else in their network they think could be a good fit for the role. 

As Hoffman puts it, "Recruiting is a long-term initiative. Nurturing the relationships you develop by checking in from time to time is a great way to build a pipeline of super-talented candidates for 2024 and beyond."

3. Knowing the Social Issues Your Audience Cares About

Consumers want brands to be socially responsible — in fact, 45% of people think that brands need to do more to advocate for social justice issues.

The brands that take a stance on social issues that matter to their audience will have an easier time connecting with their prospects and customers. People want to buy from brands that care about things that matter to them.

Consider Warby Parker. I've been purchasing sunglasses from Warby Parker for years. I won’t go anywhere else. Why? Because of their Buy a Pair, Give a Pair program, which donates one pair of glasses per pair bought and, to date, has distributed over 10 million glasses.

Roughly one-third (28%) of marketers say their biggest challenge is a lack of information on the social causes their target audience cares about (e.g. environmentalism, racial justice).

Simply put, it can be difficult to discern which social causes matter most to your target audience. This information is a little more nuanced than age, gender, or location.

Additionally, you want the cause to align with your brand values. Your audience might care deeply about climate change, but that cause might not have a natural connection with your brand personality. To authentically connect with your audience around social issues, it's critical that they make sense for your business, as well.

Like most marketing activities, the key to success here lies in market research. 

You'll want to conduct thorough research to better understand your customers on a deeper level – including what they value most. 

Surveys can be strong opportunities to explore these more nuanced conversations with your buyer persona and understand what matters to them. However, people aren't always going to feel comfortable sharing the social issues they care most about, since they are often very personal.

In these cases, leveraging social listening tools to glean insights into the social issues your audience discusses the most on social media could be a strong first step. 

HubSpot's Manager of Community Strategy & Operations Jenny Sowyrda told me, "My number one tip for understanding what your community values is to listen to your community. Your community is telling you what they care about through every interaction — from clicking links in an email to re-sharing a social post."

Sowyrda adds, "Additionally, you should actively listen by connecting with your community members directly. Start a list of members, both the loudest and the quietest folks in the room, and build trust with them through individual conversations focused on learning what they care about. By combining your understanding of your community members with your unique expertise, you can provide value and cater to their needs."

Once you've determined what your community values, you'll want to figure out which social issues overlap with your brand. Authenticity here is key, and so is action. For instance, perhaps you consider partnering with a non-profit that also supports that social issue to show you're willing to walk the walk. Again, ensuring the social issue makes sense for your brand to support is critical, as well.

Patagonia is a good example here. Their brand emphasizes the importance of environmental sustainability, and it works because a) the social issue is a good match for Patagonia's target audience (active, outdoors-y people), while also aligning well with their brand values; and b) they've invested in environmental and social responsibility programs to demonstrate a true, genuine desire to create change. 

4. Creating Content That Generates Leads

24% of marketers say their top challenge is creating content that generates leads . And yet, it's one of the most important functions of marketing: To ensure the content we create is high-quality, but also impacts the company’s bottom line.

In 2024, we'll see some major changes when it comes to marketers’ content creation strategies.

Creating lead-generating content has always been a challenge for marketers, but there are some particular reasons why it's especially difficult now.

In 2023, Google released its new EEAT search quality evaluator guidelines. Why is this significant? Because they added an “E” for experience — which means now, ensuring your content is written by someone with credible, first-hand experience on the topic is vital for increasing your website's value.

AI also greatly transformed how people consume content. Now, people don't have to Google “How can I go viral on TikTok?” — then can ask an AI chatbot. Which means many marketers likely saw major decreases in traffic on some of their more generalized topics in 2023.

AI and EEAT have greatly shifted how we, at HubSpot, create lead-generating content . We've been working to ensure the topics we cover are written by authors with first-hand experience.

We've leaned into personality-driven content, since personality is one thing AI doesn’t have.

And we've begun re-focusing our overarching strategy on more niche topics that pertain directly to our products and services, rather than covering too many broad topics — since a brand that is an expert on “everything” is likely actually an expert on, well … nothing.

To learn how you can create strong lead-generating content in 2024, I spoke to Zack Khan , the Co-Founder of Feathery and former marketing leader at Hightouch.

He told me, “The challenge and opportunity in 2024 is writing quality content with insights from subject matter experts. There is so much low quality content out there, increased by AI writing tools. The novel ideas and voice ('hot takes') that generate leads require a deep connection to the reader's problem that the content is hoping to solve.”

During Khan's eary days at Hightouch, he solved for this challenge by hiring "data evangelists". These were people in Slack communities who were already sharing their opinions on the latest data trends. Khan recognized the importance in arming himself with writers’ who could share personal insights, rather than simply summarizing the data.

He says, “The hardest part was hiring the right team of subject matter experts, and getting them excited to write content full-time. I expect this to be just as hard to find in 2024. But audiences are starving for unique, opinionated content in 2024 and the work to recruit a team of subject matter experts does pay off”.

Monica Elgemark believes another key strategy to generating leads in 2024 involves leveraging AI. As she puts it, “A creative and holistic approach is essential for generating traffic and leads. AI-powered personalization delves deeper than surface-level marketing. Using AI algorithms, marketers can predict and cater to individual prospect interests, and create personalized content that resonates profoundly with the target audience.”

Elgemark also encourages marketers to consider how they might incorporate more interactive content — like quizzes, assessments, or webinars — into their existing strategies to retain traffic and provide additional value.

Elgemark promises: "By delving into these strategies, marketers can confidently navigate the dynamic landscape, remain at the forefront of trends, engage effectively, and ultimately thrive in the ever-evolving realm of B2B marketing." 

5. Gaining and Keeping Followers on Social Media

Nowadays, your audience spends a large portion of their time on social media. And yet, social media is also more oversaturated than ever before.

Which leads us to our fifth challenge: Gaining – and keeping – followers on social media.

18% of marketers report it's a major challenge for them to gain and keep followers on social media.

This makes sense: Time is precious. Each social media user is going to be selective when it comes to which brands they follow. If they don't feel they’re getting consistent value from your social media content, they'll quickly unfollow to free up their feed for other users’ content.

Amrita Mathur , VP of Marketing at ClickUp , symphasizes with this challenge and recognizes the importance of audience-building in 2024 and beyond.

Her solution to social media is simple, and yet oftentimes underutilized: Leverage the power of your employees as influencers.

She told me, “While so far, I’ve mostly seen brands working with influencers and creators to further their message and cause, I can see company employees turning into these influencers.”

She continues, “Brands need to recognize that there is no tried-and-tested playbook that works every single time. In my opinion there is one single truth: the answer lies in having a point of view, and knowing how to illustrate that POV in a striking and memorable way. When you combine this and couple it with tactics for both first time and repeat engagement, you get magic. That repeat engagement is what will turn into buying behavior down the road (assuming product-market fit).”

As she points out, the word 'influencer’ can make some marketers believe their internal employees don't make the cut. But influencers can be big or small, niche or broad, and they can also be channel-specific (like Instagram alone) or not.

Mathur adds, “If you haven't already, start thinking about which employees to leverage, curate their unique voice, and get on with the building of your modern-day media strategy.”

Logan Lyles , Evangelism & Content Marketing Manager at Teamwork.com , agrees with Mathur that incorporating 'evangelists' — including executives, employees, customers, influencers, and partners — into your marketing activities allows you to surround existing audiences with content from people they already trust. 

He told me, "Our strategy has involved co-creating content with influential names in the community of our ICP (agencies & professional service firms), as we tap them to guest on our podcast and speak on our Agency Life webinar series.  We've even partnered with different evangelists to both create and distribute our pillar content pieces via social media."

Here's a quick example of that strategy in action on LinkedIn , where Pete Caputa provided a reaction to data points from Teamwork.com's State of Agency Operations Report and then posted the video Teamwork.com and Pete created together on his personal LinkedIn profile.  

Lyles told me Pete's personal post generated nearly 200 combined engagements & comments — well beyond the engagement metrics Teamwork.com typically sees on an average Company Page post.

Navigating Challenges in 2024 and Beyond 

Ultimately, there is no easy solution to these complex, nuanced challenges.

Hopefully, these expert insights can get your team inspired and motivated to test out new strategies in 2024, iterate on existing strategies, and explore the best opportunities for your unique brand to combat these challenges. 

Remember -- you're not in this alone! 

Editor's Note: This post was originally published in November 2012 and has been updated annually to include new, exclusive HubSpot data and expert insights. 

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