forbes.com
Plummeting Global Employee Engagement Costs $438 Billion
Gallup's 2025 report reveals a drastic fall in global employee engagement to 21%, costing $438 billion in lost productivity, with manager engagement even lower at 27%, impacting younger and female managers the most due to relentless change, increased workload, and decreased wellbeing.
- What are the immediate economic and performance consequences of the dramatic drop in global employee and manager engagement?
- Global employee engagement has plummeted to 21%, resulting in a staggering $438 billion loss in productivity. Manager engagement is even worse, dropping to 27%, significantly impacting team performance. This decline is particularly pronounced among younger and female managers.
- What long-term strategic steps are necessary to address the root causes of disengagement and foster a thriving workplace culture?
- Ignoring this issue will lead to continued productivity losses and talent flight. Focusing on manager wellbeing, employee empowerment, and clear communication of company purpose are crucial to reversing this trend. Investing in manager training for navigating change and rebuilding trust is also vital for long-term success.
- What systemic factors are driving the decline in manager engagement, and how do these factors specifically impact different demographics within management?
- The decrease in manager engagement directly correlates with lower employee engagement across nations. Factors like relentless change (AI, restructuring, budget cuts), increased workload due to hiring freezes, and decreased wellbeing contribute to this decline. The lack of purpose and connection with leadership further exacerbates the issue.
Cognitive Concepts
Framing Bias
The article frames the issue primarily around the financial losses associated with disengagement ("$438 billion in lost productivity"), immediately establishing a sense of urgency and highlighting the economic consequences. This framing might prioritize the business impact over the human impact of disengagement, although it does later touch on the importance of employee well-being. The headline and opening sentences emphasize the negative statistics, setting a tone of crisis and potentially overlooking positive aspects or existing engagement efforts.
Language Bias
The article uses emotionally charged language such as "tanking," "Yikes!!!," and phrases like "the Great Detachment" to emphasize the severity of the problem. While this helps to grab the reader's attention, it also contributes to a less neutral tone. Using more neutral language like "declining engagement" or "significant decrease" would improve objectivity. The use of exclamation points also adds to the informal and emotionally driven tone.
Bias by Omission
The article focuses heavily on manager disengagement and its impact on overall employee engagement, potentially overlooking other contributing factors to low morale or productivity that aren't directly related to management. While it mentions "relentless change" as a factor, it doesn't delve deeply into specific aspects of this change or explore the perspectives of employees outside of their relationship with their managers. The article also doesn't explore potential solutions or perspectives from outside the company or industry.
False Dichotomy
The article presents a somewhat simplistic view of the problem and solution. It implies that addressing manager engagement will automatically solve the broader employee engagement issue, neglecting the possibility that other factors might be at play, regardless of manager engagement levels. The solutions offered are presented as a comprehensive playbook, implying that if these actions are followed, the problem will be solved. This might not be the case.
Gender Bias
While the article mentions that younger and female managers are disproportionately affected, it doesn't offer a detailed analysis of the reasons why. This could perpetuate stereotypes without providing a nuanced understanding of the underlying gender-specific issues. The article could benefit from deeper exploration into the unique challenges faced by female and younger managers and how these relate to broader issues of gender and age discrimination.
Sustainable Development Goals
The article highlights a significant drop in global employee engagement, leading to substantial loss in productivity ($438 billion). This directly impacts economic growth and decent work, as disengaged employees are less productive and may experience lower job satisfaction and increased stress. The decline in manager engagement further exacerbates the issue, affecting team performance and overall economic output. The article also mentions factors like budget cuts and layoffs, which directly contribute to job insecurity and hinder decent work.