The percentage of “engaged” workers in the U.S. has reached its highest level since Gallup began reporting the national figure in 2000, with 34% of workers being involved in, enthusiastic about, and committed to their work and workplace. This is an improvement from previous years, as the percentage of actively disengaged workers has decreased to its lowest level at 13%. The remaining 53% of workers are considered “not engaged” and are generally satisfied but not emotionally and cognitively connected to their work. The increase in worker engagement has been attributed to several factors, including a declining unemployment rate, higher turnover rates resulting in more engaged employees, and improved job satisfaction and workplace benefits.
Organizations that have higher employee engagement and lower active disengagement generally perform better than their competitors. They experience higher earnings-per-share growth, better customer engagement, higher productivity, improved retention rates, fewer accidents, and higher profitability. Engaged workers also report better health outcomes. The improvement in engagement over the past decade can be partly attributed to a more stable economy, allowing workers to have more job choices and the ability to leave organizations with poor working conditions. Additionally, worker satisfaction with job benefits, recognition for work accomplishments, and relationships with coworkers and supervisors have also contributed to the increase in engagement.
Gallup’s organizational research shows that team leaders play a significant role in influencing worker engagement. They are responsible for maximizing workers’ strengths, providing recognition for good work, and maintaining ongoing conversations to coach their employees. Many workplaces have recognized the importance of a strengths-based approach to management, with 19 million individuals having learned their strengths. This growing awareness and action from organizations likely explains the gradual shift upward in the percentage of engaged workers. Successful organizations with high levels of engagement have built a culture that values development experiences and supports continuous communication. CEO and board support, as well as holding managers accountable for competencies related to employee engagement, have also played a crucial role in creating exceptional workplaces.
