Employee Engagement

Gallup research across 183,000+ business units shows engaged teams are 14% to 18% more productive, and engagement data signal it months before financials do.

Gallup research finds hybrid work doesn't hurt productivity when managed well. Teams with a formal hybrid plan are 66% more likely to be engaged.

65% of employees say AI has improved their productivity, but only 12% say it's transformed work. See Gallup's research on what closes that gap.

Burnout costs $322 billion annually. See Gallup's research on the workplace conditions that drive the current thriving decline and what makes high performance sustainable over time.

Managers account for 70% of team engagement variance. Learn what Gallup's research shows about manager quality, manager talent and what separates high-performing teams.

Gallup's study of 183,000+ business units shows engaged teams are 14% more productive and 23% more profitable. Here's what the research means for your organization.

Midyear data suggest organizations see the strongest employee engagement when they pair AI with clear expectations, thoughtful implementation and manager support.

Learn why accountability at work is a culture issue and how a customized strengths-based approach helps leaders build high performance and engagement.

Germany shows a paradox: relatively strong employee wellbeing alongside persistently low employee engagement. New data reveal what managers are missing.

Thailand's employee engagement has more than doubled over the past decade, one of the top five largest increases anywhere in the world.

Federal workforce reforms in 2025 led to lower job satisfaction, higher burnout and reduced employee engagement, with signs of recovery by year's end.

India's employee engagement hit a four-year low in 2025, costing the economy $351B in lost workplace productivity, nearly 9% of the country's GDP.

European employees have posted the largest regional gain in job optimism since 2011, but employee engagement remains low, with disengaged employees outnumbering engaged employees.

Global leaders outpace all role groups on engagement and life evaluations but are more likely to experience negative emotions, which has implications for effective leadership.

New data reveal meaningful changes in the employee experience, as global employee engagement declines for a second year, manager engagement drops and job market perceptions shift worldwide.

U.S. women employed full time have higher employee engagement and motivation to pursue career growth than men, yet sustained strain threatens leadership capacity among women.