Improving physician well-being takes more than fixing the EHR, according to exclusive AMA survey data. While frustration with administrative burdens remains a real obstacle to overcome, physicians and health system leaders are increasingly recognizing that well-being is shaped by a broader set of factors—from workflow design and team dynamics to leadership support and organizational culture.
Across health systems, efforts are shifting from isolated solutions to more comprehensive strategies that address the day-to-day realities of clinical practice. That means looking beyond technology to examine how care is delivered, how teams function and how physicians are supported inside and outside of the exam room.
“Improving how clinical technology is used in health care without addressing the human workflows in our practice is a recipe for failure,” said Jane Fogg, MD, director of organizational transformation at the AMA. “EHR design should reflect team-based care and support the ability for each team member to effectively and efficiently care for our patients.”
Nearly 19,000 responses from physicians across 38 states were received from 106 health systems and organizations who participated in the AMA Organizational Biopsy® last year. Of the organizations who participated, 34 health systems were recognized in 2024 and 2025 from the AMA Joy in Medicine® Health System Recognition Program.
The National Comparison Report is exclusive data to the AMA and the Organizational Biopsy. The report reflects 2025 trends on five key performance indicators—job satisfaction, job stress, burnout, intent to leave and feeling valued—as well as additional analysis of drivers and key findings. Download the National Physician Comparison Report (email required to access).
Data-driven approaches, leadership engagement and systemwide changes are helping organizations move from awareness to action, creating environments where physicians can provide optimal patient care and maintain their own well-being.
Also highlighted is the ongoing work at organizations that are part of the AMA Health System Member Program—which provides enterprise solutions to equip leadership, physicians and care teams with resources to help drive the future of medicine—to improve physician well-being and reduce burnout.
Improve physician compensation
Compensation remains a meaningful driver of physician stress, particularly when pay models feel misaligned with the realities of clinical work. In fact, 10.7% of physician respondents reported that compensation and pay model concerns were key stressors in 2025. This includes concerns about RVU thresholds, bonus structures, pay competitiveness and limited cost-of-living adjustments. This can lead to a sense of “more work for less,” which in turn can influence decisions to leave practice or retire early.
In fact, 57.9% of physicians who are planning on leaving their organization in the next two years or retiring early ranked higher compensation as a factor that could influence them to stay.
Addressing these concerns requires thoughtful, transparent compensation strategies that reflect the broader value physicians bring to patient care and also sustains their organization. When pay models are fair, competitive and clearly communicated, they can help reduce financial strain and support long-term physician well-being.
But this isn’t new—compensation and benefits play a role in every profession. It’s part of the entire package of professional development. Sutter Health keeps a very close eye on the market, using outside firms to assess fair market value and understand what the going rates are, which benefits it provides and what makes sense for the long term. This is to create a safety net so that physicians feel comfortable working at Sutter Health, are proud to be a member of the organization and are willing to recruit on behalf of the organization.
Taking steps to improve physician well-being and reduce burnout goes beyond just making changes to the EHR. Knowing what to focus on to impact well-being the most is key. This includes:
- Enhance teamwork capabilities.
- Fix workflows and cut administrative burdens.
- Reduce work after work.
- Show physicians they are valued.
- Find ways for leadership to support physicians.
