Good morning!
Despite entering the corporate lexicon nearly two years ago, the trend of “quiet quits,” or choosing not to push yourself to the limit at work, is still in full swing.
About 62% of workers worldwide are disengaged at work, meaning they are doing the minimum required and stepping away from work, according to Gallup’s 2024 State of the Global Workplace report released today. The findings were based on survey data from more than 128,278 individuals in more than 160 countries.
Worse still, another 15% of the global workforce is actively disengaged at work, or actively opposed to their employer’s goals. These two groups of workers together cost the global economy as much as $8.9 trillion annually, or 9% of global GDP.
“People don’t want to come to work and are just lethargic and uninspired. But if their needs aren’t met, that’s what can happen,” said Jim Harter, Gallup’s chief scientist for workplace management and wellness. Fortune. “If they feel like the organization doesn’t care about them as much, they will put in less effort.”
Engaged employees benefit their workplace in many ways. Employers in the top quartile for employee engagement were 78% less likely to have absenteeism than employers in the bottom quartile. Companies with highly engaged employees also saw 21% lower turnover in high-turnover industries such as retail, and 51% lower turnover in low-turnover organizations. They also saw a 23% increase in profitability, a 68% increase in employee well-being and a 22% increase in organizational participation.
According to Gallup research, workplaces can improve employee engagement by focusing on a few key factors. First is the development and selection of managers who know how to serve as coaches to their employees, rather than just as bosses. The best companies have also developed a system for choosing managers by looking for leaders who are natural motivators, can identify and cultivate employee strengths, inspire individuals to take on difficult or unfamiliar work, and encourage colleagues to work together. And business leaders must ensure that high employee engagement is built into the company culture.
“You can influence and change a lot of that if you use the right practices,” says Harter.
Paige McGlauflin
paige.mcglauflin@fortune.com
@paid
Today’s edition was curated by Emma Burleigh.
This story originally appeared on Fortune.com
