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News » U.S. employee engagement hits 10-year low: Gallup

U.S. employee engagement hits 10-year low: Gallup

Photo from Gallup

WASHINGTON D.C., UNITED STATES — Employee engagement in the U.S. fell to a 10-year low in 2024, with only 31% of employees feeling engaged, matching levels last seen in 2014. 

This decline represents approximately 8 million fewer engaged employees since 2020, including 3.2 million in the past year alone.

Highest disengagement among younger workers 

Gallup’s latest annual update reveals a concerning trend of disengagement, particularly pronounced among workers under 35. 

The drop in engagement was most significant among younger employees, particularly Gen Z, dropping five points compared to the previous year. Gallup saw a decline across fundamental aspects such as role clarity and opportunities for recognition and development. 

Specific industries like finance, transportation, technology, and professional services also experienced notable drops in employee engagement.

Significant declines were noted in three key engagement elements:

  • Clarity of Expectations: Only 46% of employees understand their work expectations clearly, a steep drop from 56% in 2020.
  • Relationships at Work: Just 39% feel that someone at work genuinely cares about them, down from 47%.
  • Development Opportunities: A mere 30% feel encouraged in their development, falling from 36%.

The broader economic context 

Despite a decrease in engagement, the Bureau of Labor Statistics reports steady quit rates and marginal improvements in non-farm labor productivity. However, these macroeconomic indicators do not fully capture the day-to-day experiences of workers or the quality of work produced, which can be bolstered by higher engagement levels.

How to improve employee engagement 

Amid these challenges, Gallup’s research suggests that leaders can counteract engagement declines by:

  • Defining Workplace Culture: Clearly articulating the workplace culture and aligning it with the organization’s purpose and customer value.
  • Leading by Example: Utilizing their strengths to clarify the organization’s purpose and strategy while providing ongoing feedback and accountability.
  • Choosing the Right Managers: Prioritizing the selection of managers who can naturally engage and inspire employees, fostering a more connected and productive workplace environment.

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