Gallup

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

Only 14% of employees in Latin America and the Caribbean report experiencing anger a lot of the previous day, the lowest regional percentage of employees across the world in 2023. Not all mental health issues are related to work, but work is a factor in life evaluations and daily emotions. When employees find their work and work relationships meaningful, employment is associated with high levels of daily enjoyment and low levels of all negative daily emotions. Get a global snapshot of employees’ mental health in our State of the Global Workplace: 2024 Report: https://lnkd.in/g4dYKM7y

Employees often make exit decisions without proactive communication. Thirty-six percent of voluntary leavers report that they did not talk to anyone before they made the decision to resign. Even when employees did talk to someone while deliberating, their managers were frequently left in the dark. Gallup found it was more likely that employees had such discussions with their coworkers than their managers. If managers want to prevent employee turnover, they cannot wait for employees to express their intentions to leave. The manager is responsible for initiating the right conversations before their employees make the decision to leave their jobs. Employee discontent and voluntary exits are highly preventable. Learn what your organization can do to prevent turnover: https://lnkd.in/gUwTm59s

While voluntary employee turnover rates have stabilized since the Great Resignation due to cooling economic and job markets, employees’ long-term commitment to their organizations is currently the lowest it has been in nine years. 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. Learn what actions managers can take to reduce employee turnover. https://lnkd.in/gM_-_--V

In the latest episode of Leading With Strengths, Gallup’s global leadership study, Accenture’s Chief Leadership & Human Resources Officer Ellyn Shook joins Gallup CEO Jon Clifton to share how Accenture's adoption of a strengths-based approach revolutionized performance management for more than 740,000 employees. Listen in as she discusses the shift from "feedback" to "feed-forward", then watch the full interview here: https://lnkd.in/gM66mTPx

Just three in 10 managers globally are engaged -- feel involved and enthusiastic -- in their jobs. So, the chances of them engaging and improving the wellbeing of those they lead are low. If a company wants to increase workforce engagement, it should prioritize making managers’ jobs as streamlined, engaging and fulfilling as possible. Organizations must identify and promote the best methods for selecting and developing managers with the talents and skills to effectively coach in the new and changing workplace. It is also important to reformulate the primary responsibilities of managing, shifting from administrative work to coaching. Learn how to create an engaged workforce by empowering your managers: https://lnkd.in/g8jD6Auj

The biggest gaps between manager and employee perceptions are in the delivery of recognition and frequent feedback. Nearly 60% of managers feel they are doing a good job recognizing their team’s hard work and contributions, but only about a third of individual contributors (35%) share the same sentiment. The largest difference between manager and employee perceptions is in how often they think feedback is provided. Only one in five (20%) employees say they receive feedback weekly, compared with about half of managers (50%) reporting they deliver it weekly. Learn more about manager’s strengths, weaknesses and blind spots here: https://lnkd.in/gAEWyKtT