In Employee Engagement

Employee engagement is one of the most studied subcategories in the fields of organizational development (OD) and organizational psychology (I/O Psych).

Why? Because highly engaged employees are happier, more profitable, and more effective, so a lot of time and effort goes into understanding the drivers and impacts of employee engagement.

We’ve collected some of the latest and greatest employee engagement research statistics. If you’d like to learn more, download this free ebook on going beyond the statistics and understanding true employee engagement.

Download the Ebook

The Problem

  • Two-thirds of American employees are not fully engaged at work. (Dale Carnegie)
  • Disengaged employees cost organizations between $450 and $550 billion annually, and the cost of poor management and lost productivity from disengaged U.S. employees is between $960 billion and $1.2 trillion per year. Companies spend a combined three-quarters of a billion dollars annually to improve employee engagement. (Gallup)
  • Employee turnover costs $11 billion per year. (Bureau of National Affairs)
  • Only 40% of the workforce reports knowing their company’s goals, strategies, and tactics (Bain).
  • 75% of employees who voluntarily leave jobs leave because of their bosses, not their jobs. (Roger Herman)
  • 30% of workers (an estimated 9.7 million people) say feeling anxious or stressed because of high workloads and pressure to perform regularly impacts their productivity at work. (Source: Gallup)
  • More than a third of workers are searching actively or casually for a job (Ceridian)
  • 36% of workers would consider a position if it presented itself, and only 27% said they are not interested in a job outside their current company (Ceridian)
  • A worker in the top 1% of productivity has been shown to add $5,000 in profit per year, a highly disengaged, “toxic” employee can cost a company as much as $12,000. (Housman and Minor)

The Solution

  • Employees whose managers consistently acknowledge them for good work are 5x more likely to stay at the company. Those whose managers consistently help them manage their workload are 8x more likely to stay, though only approximately half of managers effectively accomplish either. (Qualtrics)
  • 53% of HR professionals say employee engagement rises when onboarding is improved. (SilkRoad)
  • Employees that work from home are the least likely group to feel stressed or anxious about work. (Baylor)
  • 77% of employees say that flexible working improves their productivity (Canada Life)
  • Employees who feel their voice is heard at work are 4.6 times more likely to feel empowered to perform their best work. (Salesforce)
  • 70% of employees say that motivation and morale would improve massively with managers saying thank you more. (Reward Gateway)
  • More than 90% of workers think it’s important for an organization to be socially responsible (Paychex)

The Payoff

  • Highly engaged employees are 87% less likely to leave their companies than their less engaged counterparts. (Corporate Leadership Council)
  • Companies with engaged employees pull in 2.5x more revenues compared to competitors with low engagement levels. (Hay Group)
  • Organizations with high employee engagement outperform those with low employee engagement by 202%. (Gallup)
  • Highly engaged business teams result in 21% greater profitability. (Gallup)
  • Employees who experience work meaningfulness are more likely to be engaged in their jobs, thereby enhancing their effectiveness and job performance. (Dik, Byrne and Steger)

To learn more about how to create a company culture of reciprocity that truly supports employee engagement efforts, download our free ebook.

Download the Ebook

 

Recommended Posts

Start typing and press Enter to search