The Engagement Crisis in the Workplace
According to the latest Gallup State of the Global Workplace report, a shocking 85% of employees are not engaged at work. This means the overwhelming majority are either indifferent or outright unhappy in their roles—an alarming statistic with direct consequences for productivity, innovation, and profitability.
This isn’t just a morale issue. It’s a business emergency. Disengaged employees cost the global economy $7.8 trillion annually—nearly 11% of global GDP.
So, what’s going on in the minds of the 15% engaged? What motivates them, fulfils them, and ultimately makes them more valuable to their organisations? I’ll come back to this.
The Cost of Disengagement
Disengagement isn’t just about unhappy employees—it’s about team performance breakdowns. Disengaged workers are more likely to:
- Miss deadlines
- Offer poor customer service
- Avoid collaboration
- Quit or “quiet quit” (doing the bare minimum)
As bestselling author and organisational psychologist Adam Grant explains in Think Again, “When we don’t care about the mission or purpose of our work, we don’t bring our best selves to the job”..
What the Engaged 15% Are Doing Differently
The 15% who thrive at work aren’t superhumans—they’re people whose workplaces have unlocked their full potential by fostering a culture of:
1. Purpose Over Paycheck
Simon Sinek, in his influential book Start with Why, emphasises:
“Working hard for something we don’t care about is called stress; working hard for something we love is called passion.”
Purpose gives employees a reason to show up, care deeply, and contribute meaningfully. Companies like Patagonia and Salesforce are known for cultivating purpose-driven cultures, and their engagement rates reflect that.
2. Autonomy and Trust
In Drive: The Surprising Truth About What Motivates Us, Daniel Pink argues that autonomy is a key driver of engagement:
“Control leads to compliance; autonomy leads to engagement.”
Engaged employees are often trusted to manage their time, tasks, and contributions without micromanagement.
3. Psychological Safety
Harvard professor Amy Edmondson coined the term “psychological safety”—a workplace where people feel safe to speak up, make mistakes, and offer ideas. In The Fearless Organisation, she writes:
“When people feel safe, they are more likely to engage, learn, contribute, and grow.”
(source)
The 15% of engaged workers cite trust and openness as top reasons for job satisfaction.
What Can Companies Do to Improve Engagement?
✅ 1. Create Clear, Meaningful Mission Statements
Go beyond generic values. Engage employees in shaping the purpose of their work and connect daily tasks to a bigger picture.
✅ 2. Invest in Leadership Training
According to Gallup, managers account for 70% of the variance in employee engagement. Great managers coach, listen, and inspire.
Tip: Train leaders to give frequent, strengths-based feedback, not just annual reviews.
✅ 3. Offer Flexible Work Models
Remote and hybrid work aren’t just perks—they’re part of the new engagement strategy. Flexibility increases ownership, reduces burnout, and appeals to today’s autonomy-minded workforce.
✅ 4. Measure Engagement Regularly
Use tools like Gallup’s Q12 survey or platforms like Officevibe or Culture Amp. Engagement isn’t a one-time project—it’s a continuous process.
✅ 5. Prioritise Employee Wellbeing
Include mental health days, access to counselling, and support for work-life balance. Companies like Google and Adobe offer robust well-being programs that drive loyalty and performance.
Why This Matters More Than Ever
With the rise of AI, automation, and remote-first work cultures, human engagement is the last great differentiator. A disengaged team can’t innovate, adapt, or compete. But a fully engaged team? They’re unstoppable.
As thought leader and author Brené Brown puts it in Dare to Lead:
“Clear is kind. Unclear is unkind.”
Clarity, trust, and empathy from leadership can transform a disengaged team into a community of high performers.
Final Thoughts
The fact that 85% of employees feel disengaged isn’t just a sad statistic—it’s a call to action. The companies that win in this new era will be the ones that foster meaning, trust, and belonging.
So, is your organisation part of the 85%, or are you building a culture for the 15%?
