Employee engagement is a critical factor in driving productivity, retention, and overall business success. But how engaged is today’s workforce? What factors influence engagement levels, and how can organizations improve them?
The latest research shows that only 23% of employees worldwide are engaged at work, while 62% are disengaged, simply going through the motions​.
The cost? $8.9 trillion in lost productivity, equivalent to 9% of global GDP​.
Understanding the factors that drive engagement and those that cause disengagement is essential for businesses looking to create a thriving, motivated workforce.
This report compiles the most recent and relevant employee engagement statistics for 2025, providing a data-driven roadmap for HR professionals, leaders, and organizations committed to improving workplace culture.
What You’ll Find in This Report
This report covers:
Global & regional engagement trends – Where are employees most engaged, and why?
The role of managers – How leadership directly impacts engagement levels.
The business impact – How engagement affects retention, performance, and profitability.
Key drivers of engagement – The factors that matter most to employees in 2025.
The impact of flexible work – How remote and hybrid work affect motivation.
Future trends – Where employee engagement is heading in the next few years.
We’ve also added in some further clarity on what these employee engagement statistics actually mean, and how organizations can adapt to this changing landscape.
Global Engagement Statistics
Employee engagement is a crucial factor that impacts productivity, retention, and business success. However, the latest data reveals that most employees are not fully engaged in their work, leading to significant organizational and economic challenges.
1. 23% of employees worldwide are engaged at work​.
2. 62% of employees are not engaged, meaning they show up but do not feel connected to their work​.
3. 15% of employees are actively disengaged, meaning they are unhappy and unproductive at work​.
4. Low employee engagement costs the global economy $8.9 trillion, or 9% of global GDP, due to lost productivity and higher turnover​.
These figures paint a stark picture of engagement levels worldwide. With nearly two-thirds of employees feeling disconnected from their work, organizations must rethink their strategies to foster higher engagement and productivity.
The State of Engagement Over Time
Employee engagement has fluctuated in response to workplace changes, economic challenges, and shifts in employee expectations. Despite increased investment in employee wellbeing and workplace flexibility, engagement remains relatively low. This suggests that traditional approaches may not be enough to create a highly motivated workforce​.
Regional Employee Engagement Rates
While global engagement levels are low, there are significant regional differences in how employees experience work. Some areas report higher levels of enthusiasm and commitment, while others struggle with widespread disengagement.
Engagement Levels by Region
5. United States & Canada: 33% Engaged, 51% not engaged, 16% actively disengaged​.
6. Latin America & Caribbean: 32% engaged, 58% not engaged, 10% actively disengaged​.
7. Australia & New Zealand: 25% engaged, 64% not engaged, 11% actively disengaged​.
8. Europe: 18% engaged, 67% not engaged, 14% actively disengaged​.
9. Sub-Saharan Africa: 20% engaged, 63% not engaged, 17% actively disengaged​.
10. East Asia: 18% engaged, 67% not engaged, 14% actively disengaged​.
11. South Asia: 26% engaged, 56% not engaged, 18% actively disengaged​.
12. Post-Soviet Eurasia: 24% engaged, 60% not engaged, 16% actively disengaged​.
13. Southeast Asia: 26% engaged, 67% not engaged, 8% actively disengaged​.
14. Middle East and North Africa: 14% engaged, 61% not engaged, 25% actively disengaged​.
Employee Engagement by Country Comparisons
15. The below table outlines employee engagement at a country by country level for the EU & North America:
Regional Takeaways
Businesses in high-engagement regions often invest in strong workplace culture, leadership, and career development.
Lower-engagement regions may need to rethink leadership styles, recognition strategies, and job flexibility.
A global approach won’t work—engagement strategies must be tailored to regional expectations and workplace cultures.
Manager Impact on Employee Engagement Statistics
Managers are one of the most significant factors influencing employee engagement. A strong leader can inspire teams, create a sense of purpose, and foster a positive work culture. On the other hand, poor management can lead to disengagement, high turnover, and workplace stress.
16. Managers account for 70% of the variance in team engagement​.
17. Only 30% of managers worldwide are engaged, meaning many are leading disengaged teams while being disengaged themselves​.
18. In best-practice organizations, three-fourths of managers and seven in 10 non-managers are engaged, showing that leadership engagement cascades down to employees​.
19. Countries where managers are more engaged are twice as likely to have engaged employees, reinforcing the need for leadership development​.
22. Managers who receive training have 11% higher engagement scores (68%) compared to those without training (57%)​.
21. Accountability among line managers for engagement has dropped from 54% in 2022 to 42% in 2023, indicating a decline in leadership responsibility​.
How Organizations Can Improve Manager Engagement
Invest in leadership development – Providing managers with coaching, feedback, and growth opportunities increases their engagement and effectiveness.
Encourage a people-first approach – Organizations that prioritize employee wellbeing and communication see stronger engagement from their managers.
Set clear expectations for leaders – Making engagement a key performance metric for managers ensures they prioritize their teams’ motivation and satisfaction.
Engagement & Business Performance Statistics
Employee engagement has a direct impact on business performance. Highly engaged teams are more productive, experience less turnover, and contribute significantly to profitability. In contrast, disengagement leads to higher absenteeism, lower quality of work, and increased safety incidents.
22. Highly engaged business units experience:
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- 78% lower absenteeism​.
- 21% lower turnover in high-turnover industries and 51% lower turnover in low-turnover industries​.
- 18% higher productivity​.
- 23% higher profitability​.
- 63% fewer safety incidents, making engagement essential in high-risk industries​.
- 32% fewer quality defects, leading to better customer satisfaction and operational efficiency​.
- 10% higher customer loyalty and engagement, as engaged employees provide better service and build stronger customer relationships​.
What Businesses Can Do to Improve Engagement & Performance
Embed engagement into leadership strategy – Leaders should make engagement a key business priority, measuring and tracking its impact.
Create a culture of recognition & feedback – Regularly recognizing employee contributions fosters motivation and commitment.
Invest in employee development – Opportunities for growth and learning increase engagement and overall workforce effectiveness.
Employee engagement is a business necessity. Companies that prioritize engagement see measurable gains in profitability, efficiency, and workplace satisfaction.
Wellbeing & Engagement Statistics
Employee engagement and wellbeing go hand in hand. A workforce that feels supported, valued, and mentally healthy is more likely to be engaged, productive, and committed to their organization. However, stress, burnout, and workplace loneliness continue to rise, impacting overall engagement levels.
23. 20% of employees globally experience daily loneliness, which affects engagement and productivity​.
24. Employee wellbeing declined from 35% to 34% in 2023, with younger employees experiencing the most significant drop​.
24. 41% of employees report experiencing high levels of stress at work, which negatively affects their engagement and performance​.
26. Employees who are actively disengaged experience 54% more stress than those in engaged workplaces​.
27. Employees in bad management environments are 60% more likely to feel stressed, reinforcing the importance of strong leadership​.
28. Remote workers report higher levels of loneliness (25%) compared to on-site employees (16%), despite the flexibility benefits​.
29. Engaged employees are 70% more likely to thrive in life overall, highlighting the personal and professional benefits of engagement​.
How Businesses Can Support Employee Wellbeing
Promote a healthy work-life balance – Encourage employees to take breaks, set boundaries, and avoid excessive overtime.
Prioritise mental health initiatives – Offer counselling services, wellbeing programs, and training on stress management.
Strengthen social connections at work – Implement mentorship programs, team-building activities, and peer recognition initiatives.
Train managers on wellbeing support – Leaders should be equipped to recognize and address stress and burnout within their teams.
Work Setting & Engagement Statistics
Employee engagement varies significantly depending on work arrangements and job roles. Remote, hybrid, and on-site employees experience engagement differently, and seniority also plays a role in how connected employees feel to their work.
30. Remote employees (29%) are more engaged than hybrid (21%) and fully on-site employees (20%)​.
31. 30% of managers are engaged, compared to only 18% of individual contributors, suggesting that leadership roles come with higher levels of motivation​.
32. 75% of employees say the ability to work flexibly and from anywhere is critical for their engagement​.
33. 27% of employees cite inflexible working hours as a reason for quitting their job, showing the importance of autonomy in engagement​.
34. Employees in hybrid and remote roles report higher job satisfaction than those in fully in-office roles​.
35. Employees working at organizations that support hybrid working scored 6% higher on engagement than the UK average, while those mandated to return to the office scored 7% lower​.
36. Respondents forced to return to the office had 8% higher levels of unmanageable job stress and were twice as likely to work while ill due to manager pressure​.
How Organizations Can Optimize Work Settings for Engagement
Give employees control over where they work – Whether hybrid or fully remote, flexibility drives engagement.
Ensure on-site employees feel valued – Provide them with workplace benefits, social opportunities, and autonomy in their roles.
Develop strong hybrid work policies – A balance of in-office collaboration and remote autonomy fosters engagement.
Support individual contributors with career growth – Employees at lower levels need pathways for development and recognition to stay engaged.
Retention & Engagement Statistics
Employee engagement is closely linked to retention. In a competitive job market, employees are more likely to stay with companies that offer meaningful work, career growth, flexibility, and fair compensation. Conversely, poor engagement leads to higher turnover and recruitment challenges.
37. 54% of employees believe now is a good time to find a new job, showing a highly active job market​.
38. 52% of employees are actively seeking or watching for new job opportunities, highlighting the risk of turnover for organizations with low engagement​.
39. Countries with better job markets have significantly lower active disengagement rates, as employees feel more empowered to seek fulfilling work​.
40. 60% of employees would stay in a job they dislike if it offered flexible working hours, proving the importance of autonomy​.
41. Top three reasons employees stay in their jobs:
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- Competitive salary & perks
- Flexible working hours
- Job security​.
42. Top three reasons employees leave their jobs:
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- Low salary
- Lack of career advancement opportunities
- Poor company culture​.
How Businesses Can Improve Retention & Engagement
Invest in internal career development – Employees who see a future at their company are less likely to leave.
Create a competitive benefits package – Salaries should be complemented by flexible work options, wellbeing programs, and learning opportunities.
Prioritize workplace culture – Engagement thrives in environments where employees feel valued, heard, and supported.
Identify disengagement early – Regular engagement surveys can detect at-risk employees before they leave.
Upskilling & AI in Engagement Statistics
43. 67% of employees would stay in a job they dislike if it provided quick upskilling and career progression opportunities​.
44. 65% of employees under 55 are excited about AI and new technology, compared to only 39% of those over 55, showing a generational divide in workplace readiness​.
45. 70% of employees who fear AI will replace their job are considering or actively looking for new employment, underscoring the need for reskilling initiatives​.
46. 90% of employees in India feel supported in learning new skills, compared to a global average of 74%, indicating regional differences in workforce development​.
How Businesses Can Use Upskilling to Drive Engagement
Offer structured career development programs – Employees should have clear pathways to growth within the organization.
Emphasize AI as an enabler, not a threat – Training should focus on how AI can enhance employee roles rather than replace them.
Personalize learning opportunities – Not all employees have the same skill gaps, so customized training ensures maximum impact.
Promote continuous learning as part of company culture – Encourage employees to develop new skills regularly, even outside their immediate job roles.
Demographic Engagement Differences Statistics
Employee engagement is not a one-size-fits-all concept. Age, job role, and industry all influence how engaged employees feel. Understanding these differences helps organizations tailor engagement strategies to specific workforce demographics.
47. Employees in management/director roles had the highest engagement levels (87%), while those in marketing/business development roles had the lowest (68%)​.
48. Older employees (55-64 years: 84%) had significantly higher engagement than younger employees (16-24 years: 68%)​.
How Companies Can Address Engagement Gaps Across Demographics
Provide career growth opportunities for younger employees – Clear paths for development keep early-career professionals engaged.
Empower employees in lower-engagement roles – Investing in recognition, autonomy, and work-life balance can help improve engagement.
Ensure managers foster engagement at all levels – Training leaders to connect with diverse teams ensures no group feels left behind.
UK Employee Engagement Statistics
The UK’s workforce engagement levels have remained largely stagnant in recent years. While some employees feel motivated and connected to their work, many struggle with stress, job satisfaction, and a lack of purpose.
49. The UK’s employee engagement level remains stagnant at 62%, showing no post-pandemic recovery​.
50. Employees who reported experiencing multiple organizational practices supporting engagement had significantly higher engagement scores​.
51. Employees who perceived their senior leaders and managers as prioritizing people issues had an engagement score of 77%, while those who disagreed had a much lower engagement score of 45%​.
52. Around 50% of employees in the North of England report feeling enthusiastic about their jobs, suggesting regional variations in engagement​.
53. Time flies at work for approximately 50% of employees, indicating moderate engagement​.
54. Only 28% of employees say they often feel full of energy at work, a decline from 33% in 2019​.
55. Negative feelings such as misery or boredom at work are rare, but 25% of employees feel exhausted at work, the highest level recorded​.
56. Just over 50% of employees in the North of England say they are willing to work harder than necessary to help their organization​.
57. 48% of employees view their job as purely transactional, seeing it as just a way to earn money—a rising trend since 2019​.
58. 48% believe their work serves a greater purpose in society​.
59. 66% of employees feel a sense of achievement in their work​.
How UK Businesses Can Improve Engagement
Prioritize leadership communication – Employees who see leaders focusing on engagement feel more connected to their work.
Address workplace exhaustion – Burnout prevention strategies, such as flexible work policies and wellbeing initiatives, can improve energy levels.
Tailor engagement strategies regionally – Work experiences differ across the UK, and companies should adapt their approach to different demographics.
US Employee Engagement Statistics
Employee engagement in the U.S. dropped to a 10-year low in 2024, with declining clarity of expectations, fewer employees feeling valued, and younger workers struggling the most.
60. Only 31% of US employees were engaged in 2024, the lowest since 2014.
61. 17% of US employees were actively disengaged, meaning they were unhappy at work and likely to spread negativity.
62. Employee engagement declined by 2 percentage points from 2023, continuing a downward trend since its peak in 2020 (36%).
63 Each 1-point drop in engagement represents 1.6 million fewer engaged employees, since 2020, there are 8 million fewer engaged workers in the US.
64. Only 46% of employees clearly know what is expected of them, a 10-point drop from its high of 56% in March 2020
65. Only 39% of employees strongly agree that someone at work cares about them, down from 47% in 2020
What U.S. Leaders Can Do to Reverse Engagement Declines
Clarify expectations – Ensure employees understand their roles and responsibilities.
Strengthen manager-employee relationships – Train leaders to connect with and support their teams.
Provide meaningful career development – Employees are more engaged when they see a future at their company.
Foster a people-first culture – Employees who feel valued are more likely to stay engaged.
Final Thoughts & Future Trends
The 2025 Employee Engagement Statistics paint a clear picture: engagement levels remain low worldwide, with some regions and industries facing more significant declines than others. The U.S. has seen engagement drop to a 10-year low, while global trends show stagnation rather than improvement.
Looking ahead, organizations that invest in recognition, wellbeing initiatives, psychological safety, and meaningful career growth will be best positioned to reverse engagement declines and retain top talent. Employee expectations are shifting, and businesses that fail to adapt risk higher turnover, lower productivity, and declining performance.
The challenge for many organizations is knowing where to start. Engagement requires a strategic, long-term approach that aligns leadership, culture, and development with business goals. That’s where Primeast comes in.
For over 30 years, we’ve helped organizations create high-performing, engaged workplaces by developing strong leadership, fostering collaboration, and driving cultural transformation. If your organization is ready to rethink engagement and unlock the full potential of your workforce, we’re here to help. Let’s start a conversation about how Primeast can support your journey to a more engaged, future-ready workforce.
