Gallup

Gallup finds that employees are 66% more likely to be engaged at work and 29% less likely to be burned out if they have a plan for hybrid collaboration. Individual contributors are more likely to be without a plan for hybrid collaboration (51% no plan) than their managers (46%) and leaders (39%), showing gaps in how well hybrid work is arranged throughout organizations. These disparities may also reflect how roles requiring complex levels of leadership collaboration are especially in need of well-orchestrated hybrid teamwork. Often referred to as “team charters,” plans for hybrid teamwork should include the team’s agreed on mission, goals, strengths and ways of working. Discover opportunities for improvement in the plans, practices, feedback, and training of hybrid teams. https://lnkd.in/gRZrkBQK

Gallup finds 77% of the global workforce is not engaged or actively disengaged, costing the global economy trillions. ⁠ ⁠ In 2023, global employee engagement stagnated, and employee wellbeing declined. While both measures are at or near record highs, their lack of improvement is notable, as they follow multiple years of steady increases. Explore these findings and learn what leaders can do about them in our State of the Global Workplace: 2024 Report. https://lnkd.in/g969mq2E

Women are more engaged employees than men across nearly all levels of an organization -- a valuable differentiator when nearly 80% of employees worldwide are still not engaged at work. Men's engagement increases nine percentage points more than women’s as they move from manager to senior leader. At only the most senior leadership level, the gender engagement gap closes. Women in leadership face unique challenges that can affect their engagement relative to men. Some ways to improve engagement include introducing flexible work arrangements without compromising pay or penalizing career growth, overcorrecting bias in pay discussions, and establishing transparent diversity goals. Read the full story here: https://lnkd.in/gFmz8kT4

When turnover is inevitable, a manager’s focus must shift from turnover prevention to creating a positive exit experience. A positive exit experience improves the organization’s reputation as an employer and builds a strong network of former employees. However, according to CHROs, this part of the employee experience is a weak point for most organizations. A Gallup survey found that only 10% say their company is highly effective at the “employee departure” stage of the employee experience. This is far worse than they rated the other seven elements of the employee experience. Learn why taking steps to enhance the employee exit experience is worth it: https://lnkd.in/g__2wM-K

Responses were mixed when employees who voluntarily left their organization were asked an open-ended question about how their manager treated them during the exit experience. About one in four respondents (24%) reported being treated professionally with respect and understanding. In contrast, another one in four (24%) encountered rudeness, hostility or a generally negative reaction, and 10% were met with indifference or a lack of acknowledgment. Only 7% felt their manager made an effort to retain them despite the high cost of turnover for organizations. Learn the importance of creating a positive exit experience for employees: https://lnkd.in/dJSJ2faw

Despite women almost universally exhibiting higher levels of engagement in the workplace than men, the dynamic changes when women ascend to senior leadership. At only the most senior leadership level, the gender engagement gap closes, and organizations are more likely to lose star female employees. Learn what the gender engagement gap looks like, why it exists in leadership and how it can limit a company: https://lnkd.in/gjEWxP-B

Developing highly engaged teams results in fewer negative outcomes, such as decreased turnover, more positive outcomes and greater success for your organization. Gallup's 11th employee engagement meta-analysis -- the largest study of its kind -- examines decades of employee engagement and performance data from more than 100,000 teams to evaluate the connection between employee engagement and 11 key business outcomes. Explore Gallup's meta-analysis report to learn exactly how engagement improves business outcomes. https://lnkd.in/grEYRXYc

Gallup’s latest measure in May shows half of U.S. employees (51%) are watching or actively seeking a new job, continuing a recent upward trend. Employee retention challenges are emerging, and failing to act could lead to costly replacements in the future. Gallup estimates that the replacement of leaders and managers costs around 200% of their salary, the replacement of professionals in technical roles is 80% of their salary, and frontline employees 40% of their salary. The good news? Employee discontent and voluntary exits are highly preventable. Learn how managers can reduce turnover with the right conversations: https://lnkd.in/gcYgYbvR

At the managerial level, women’s engagement outpaces men’s by eight percentage points. Women are similarly more engaged than men in project manager and individual contributor roles. However, this trend takes a turn as women climb the corporate ladder. Upon reaching top leadership positions, female employees’ engagement advantage disappears, as it’s nearly the same as male employees’ engagement at the same level. At all other levels, women are more engaged -- and losing their engagement advantage at the senior leadership level has significant implications. Learn more about why the engagement gap disappears for women when they assume leadership responsibilities here: https://lnkd.in/gxD--YzJ

Certain employee engagement elements have shown larger generational differences than others. Millennials and Gen Z employees have seen the greatest decline in feeling cared about by someone at work, having opportunities to learn and grow, feeling connected to the mission of the organization, having progress discussions with managers, being given opportunities to develop, and feeling that their opinions count. These items have all dropped by five to nine points for younger workers since March 2020. These findings suggest this generation of workers is looking for an employer with a purpose they can identify with. The generational trends in engagement have important implications for leaders and managers who want to attract, engage and retain younger workers. Learn more about generational differences in engagement here: https://lnkd.in/gbsbQTUA