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Learn how manufacturing companies can create value propositions that attract and retain more women to fill the labor shortage.

73% of Americans say artificial intelligence will eliminate more jobs than it creates.

Despite its storied history and recent gains, the U.S. manufacturing sector is struggling to build engaging workplace cultures.

by Jonathan Rothwell

People living in places that shifted employment from manufacturing to other sectors do not evaluate their lives lower than those living in other areas.

by Jonathan Rothwell

Globalization has become a scapegoat for rising inequality and weak economic performance, but the evidence for this is weaker than commonly believed.

Learn how a manager in a fast-growing manufacturing firm has sought to bring CliftonStrengths-based solutions to his company to help it flourish.

Company-wide mission statements often don't resonate in manufacturing plants. But a local mission does.

Big Gallup findings include why great managers are so rare --- and why employee satisfaction doesn't matter, among others.

Gallup has uncovered seven unusual, innovative, and proven tactics to create productive and profitable working environments. You're not likely to find these ideas elsewhere.

Average levels of employee engagement aren't good enough for this company, as one New Jersey plant discovered. Here's how a fast-moving manager changed the plant's culture in less than a year.

Organizations going through change should involve their employees as much as possible in the process. Employee surveys are essential to hearing people's feedback, as one company has learned.

All conversations with employees are valuable, says Douglas Conant, a seasoned CEO, most recently of Campbell Soup Company. Every face-to-face interaction can promote a company's strategy and goals and increase a leader's impact.

As baby boomers age, managing older workers has become an issue, just as leading younger employees was in the 1990s. But when it comes to engagement with their jobs, it may not be the oldest nor the youngest who are most at risk.

In his effort to turn around a wounded yet iconic brand, Campbell Soup CEO Douglas Conant had to assuage Wall Street's impatience, push an unpopular program through a resistant workforce, and tackle other daunting challenges. Here's how he turned problems into successes.

Early last decade, Campbell Soup was struggling. Its stock price was down, and the company wasn't meeting earnings expectations. That's when CEO Douglas Conant stepped in. Here's how he turned around an iconic brand -- first by winning the trust of his employees.