The annual report by Gallup has found that the UK has a long way to go to increase employee engagement as only 10% are engaged. This report looked at the global outlook on workplaces, including seeking insights on employee engagement across 38 countries. They have noted that worker stress is at a record high this year, even with a global rise in employees who are thriving at work.
In addition to UK employee engagement, the report has also discovered that there has been a decrease in workers’ confidence in the UK job market, which is the opposite of the trend in other countries across Europe.
Gallup Report Findings – UK
Within the report, the UK is categorised alongside other European countries. Among all the regions, Europe has the lowest percentage of engaged employees. Additionally, Europe is also second lowest in the categories of the percentage of daily anger and the percentage of employees seeking a new job.
As mentioned before, among European countries the UK ranked 33 out of 38 for 10% of employee engagement. Further, the UK also did not rank highly for job climate as it was ranked 30 out of 38 with 36% good time to look for a job.
However, the UK is doing slightly better for the other categories of daily stress and daily anger. For daily stress, the UK ranked 16 with 38%. And for daily anger, ranked 11 at 19%.
Based on the report, the UK needs to improve in all categories – but especially in employee engagement and job climate. In a challenging environment for employment, employee engagement is crucial for the productivity, motivation, and overall success of an organization.
As described by CIPD, employee engagement refers to the psychological state of employees that shows vigour, dedication and absorption. It is believed that more engaged employees lead to better performance, but also improved performance can motivate engagement in employees.
Studies indicate that multiple factors contribute to employee engagement, such as individual traits (e.g., confidence, resilience), job characteristics (e.g., demands, resources), leadership, organizational culture (e.g., psychological safety, service quality), and management strategies (e.g., mindfulness, training). Autonomy and self-determination, in particular, significantly impact motivation by granting employees the power to shape their roles, resulting in greater job satisfaction.
Effective employee engagement strategies incorporate various aspects of people management, learning and development. They should encompass employee motivation, well-being, and clarity regarding their role in the organization’s purpose, objectives, and culture.
These strategies should be comprehensive, integrating communication, HR policies, systems, learning and development initiatives, and cross-organizational events. To succeed, they demand the enthusiastic involvement and backing of senior leaders and line managers across the organization.
Employee engagement levels vary among individuals, and the alignment between a person and their job plays a significant role in engagement. Therefore, recruitment practices and performance management are crucial tools for cultivating a motivated and engaged workforce. By ensuring the right fit between employees and their roles, organisations can enhance overall engagement levels.