Nearly half of U.S. workers say they're workaholics, survey finds 

• Key Insight: Discover how normalized overwork is reshaping performance norms and talent expectations.
• What's at Stake: Sustained overwork risks retention, recruitment costs and employer brand credibility.
• Supporting Data: Three-quarters work beyond 40 hours weekly; 50% report mental-health impacts.
  Source: Bullets generated by AI with editorial review

It's a label that can come with physical and mental health challenges, yet many people wear it as a badge of honor. 

Nearly half of U.S. full-time workers identify as a "workaholic" and 76% say they consider themselves at least somewhat workaholic, according to a new survey. 

Monster's Workaholics Report finds that overwork is often shaped by company culture and expectations, even when logging more than 40 hours in a week doesn't improve performance. While this can be viewed by some as a positive, overworking can lead to burnout and negatively affect life outside of work. 

"The fact that so many people identify as a workaholic suggests overwork has shifted from being an exception to something closer to the norm," Vicki Salemi, career expert at Monster, told EBN via email. "But what's changing is awareness. Workers are realizing that they're working too much, even if they feel they have little control over it. In many cases, it's due to a combination of company culture, economic pressure, and blurred boundaries in an always-connected world."

According to the survey, three quarters of employees report working more than a standard 40-hour week, and 11% say they put in more than 60 hours a week. The forces that are driving these long hours come from a mix of internal and external pressures. When asked what triggers workaholic tendencies, 47% cited employer expectations or company culture, while 44% pointed to personal ambition or a desire for advancement. 

Other factors included lack of boundaries between work and personal life (31%), financial pressures (28%) and fear of job loss or layoffs (25%). 

Read more: 7 ways benefit managers can realign a burned out workforce

The survey also asked workers how they feel about being labeled a workaholic. Thirty-five percent said the label would feel positive or neutral, 35% said they would feel complimented, 27% respected and 38% neutral. 

Even though the label often lacks a negative connotation, the effects of overworking can harm physical and mental health. Fifty percent of respondents reported mental health challenges such as stress, anxiety or burnout, while 49% reported physical health impacts including disrupted sleep or reduced exercise

An additional 39% said their personal relationships suffered, and just 15% said they experienced no negative effects. More than one-third of employees also said they feel very or extremely pressured to be available outside scheduled work hours.

"This can create a trickle-down effect as workers leave," Salemi said. "If headcount doesn't increase, the remaining workers can lean into workaholism with an increased workload, lower morale, productivity, etc. This workaholic culture can negatively impact the life cycle of recruiting. So then it's not only a retention and turnover issue, it's a recruiting and branding one as well."

Read more: Why are workplace benefits still overlooking burnout?

The report offers some tips for employees on how to deal with workplace expectations and protect their well being, like asking about typical hours and what work-life balance looks like before accepting a job. If overworking is normalized, it's important to set boundaries and protect personal time. 

For employers and benefit leaders, shifting performance measurement away from hours worked and toward results achieved is one of the most effective ways to reduce burnout and overwork, Salemi said. 

"When employees know they're evaluated based on impact rather than visibility or responsiveness at all hours, the pressure to overwork naturally decreases," she said. "Leaders play a crucial role here. If managers consistently send late-night emails, expect instant responses, or celebrate people for working nonstop, employees will follow those signals."