Twenty-seven percent of employees reported in 2024 that they were considering leaving their job within the next year. Strong engagement links to outcomes beyond retention, including 2.5x higher revenue performance versus peers. Burnout and weak recognition also show up in the numbers, with teams seeing measurable impact when engagement slips.
Key Takeaways
- Actively disengaged employees are 15% less likely to stay with their employer than engaged employees (Gallup estimate)
- Companies with high employee engagement outperform their peers on revenue by 2.5x
- Companies with strong employee engagement see 22% higher productivity
- 28% of workers report they are likely to leave their jobs within the next 12 months due to burnout (Gallup estimate, 2023)
- In 2024, 27% of employees reported considering leaving their job within the next year (Microsoft Work Trend Index)
- BLS reports that about 2.7% of workers aged 16+ experienced job separations due to layoffs and discharges in 2023
- 59% of employees say they are burned out from work sometimes, often, or always
- 25% of U.S. workers report being emotionally exhausted at work 'often' or 'very often'
- 72% of employees say they would be willing to put in more effort if their workplace recognized their contributions
- 52% of employees report higher engagement when they have autonomy in how they do their work
- 62% of employees say psychological safety improves engagement (Harvard Business Review findings summarized by Google re:Work)
- 47% of employees say they would be more engaged if they had better access to tools and technology
- 69% of employees report that they do not feel recognized for their work as often as they should
- 1 in 4 employees (25%) report they feel burned out, defined as experiencing chronic work stress that has not improved
- 74% of employees say flexible work arrangements improve their work-life balance
High employee engagement boosts retention and performance while burnout drives workers away.
Related reading
01 · Category
Performance Impact4 stats
01
Actively disengaged employees are 15% less likely to stay with their employer than engaged employees (Gallup estimate)
02
Companies with high employee engagement outperform their peers on revenue by 2.5x
03
Companies with strong employee engagement see 22% higher productivity
04
Employee engagement investments can deliver an ROI of $2.73for every $1 spent (WorldatWork estimate)
Interpretation
Performance Impact Interpretation
Under the Performance Impact angle, companies with strong employee engagement can drive measurable results like 2.5 times higher revenue and 22% higher productivity, with engagement initiatives showing an ROI of $2.73 for every $1 spent.
02 · Category
Wellbeing & Retention9 stats
01
28% of workers report they are likely to leave their jobs within the next 12 months due to burnout (Gallup estimate, 2023)
02
In 2024, 27% of employees reported considering leaving their job within the next year (Microsoft Work Trend Index)
03
BLS reports that about 2.7% of workers aged 16+ experienced job separations due to layoffs and discharges in 2023
04
In the U.S., voluntary quits were 2.3% of total employment in April 2024 (JOLTS)
05
62% of employees say that a supportive manager improves wellbeing and retention (APA survey)
06
Gallup estimates that disengagement costs the U.S. economy between $483 billion and $597 billion annually in lost productivity (2016 estimate cited in later Gallup materials)
07
WHO estimates that around 1 in 8 people worldwide are affected by mental disorders
08
Nearly 90% of employers report that employee engagement is positively related to retention (Aon Hewitt engagement research)
09
68% of employees who experienced recognition in the past week say they are more likely to stay (Workhuman research)
Interpretation
Wellbeing & Retention Interpretation
For the Wellbeing and Retention angle, the data shows a clear risk of churn as 28% of workers are likely to leave within 12 months due to burnout and 27% of employees considered leaving in 2024, underscoring how strongly wellbeing is tied to keeping talent.
03 · Category
Engagement Benchmarks3 stats
01
59% of employees say they are burned out from work sometimes, often, or always
02
25% of U.S. workers report being emotionally exhausted at work 'often' or 'very often'
03
72% of employees say they would be willing to put in more effort if their workplace recognized their contributions
Interpretation
Engagement Benchmarks Interpretation
Across these Engagement Benchmarks, the pattern is clear: while 59% of employees report burnout often, sometimes, or always, 72% still say they would put in more effort if their workplace recognized their contributions, highlighting recognition as a key lever to boost engagement.
04 · Category
Workplace Practices3 stats
01
52% of employees report higher engagement when they have autonomy in how they do their work
02
62% of employees say psychological safety improves engagement (Harvard Business Review findings summarized by Google re:Work)
03
47% of employees say they would be more engaged if they had better access to tools and technology
Interpretation
Workplace Practices Interpretation
Under the Workplace Practices angle, the data suggests that boosting engagement depends heavily on practical supports, with 62% of employees reporting higher engagement from psychological safety and 52% pointing to autonomy as a key factor.
More related reading
05 · Category
Workforce Sentiment2 stats
01
69% of employees report that they do not feel recognized for their work as often as they should
02
1 in 4 employees (25%) report they feel burned out, defined as experiencing chronic work stress that has not improved
Interpretation
Workforce Sentiment Interpretation
From a workforce sentiment perspective, 69% of employees say they are not recognized as often as they should, and with 25% reporting burnout from chronic work stress, the data points to a widespread negative employee experience that organizations need to address.
06 · Category
Retention Drivers3 stats
01
74% of employees say flexible work arrangements improve their work-life balance
02
46% of employees say the lack of career development opportunities would make them leave their employer
03
58% of employees say benefits significantly influence their job choice
Interpretation
Retention Drivers Interpretation
For retention, the strongest signal is that flexible work arrangements boost work life balance for 74% of employees, suggesting that when these options are available, organizations are better positioned to keep talent compared with relying on career development, where 46% would leave, or benefits, which sway job choice for 58%.
07 · Category
Engagement Outcomes6 stats
01
37% of employees report that they can count on their coworkers to get the job done
02
43% of employees report lower performance due to lack of engagement
03
1.8x increase in the odds of discretionary effort for employees reporting high engagement
04
28% higher likelihood of intent to stay for employees who report high engagement
05
Employees with higher engagement show a 10% increase in job performance compared with less engaged employees
06
Employee engagement is positively associated with customer satisfaction, with a reported correlation of r = 0.37 in a meta-analytic review
Interpretation
Engagement Outcomes Interpretation
Within the Engagement Outcomes category, the data consistently show that high engagement is tied to stronger work results and retention, including a 28% higher likelihood of intent to stay and a 10% increase in job performance, with engagement also linked to customer satisfaction at a moderate r of 0.37.
report visual · Breakdown
Engagement supports retention and productivity
Higher employee engagement is strongly linked to staying longer and performing better, while burnout and disengagement are associated with increased intentions to leave.
28%
28% of workers report they are likely to leave their jobs within the next 12 months due to burnout (Gallup estimate, 202
72%
72% of employees say they would be willing to put in more effort if their workplace recognized their contributions
source-verifiedgallup.com · workhuman.com2023
Reference
Cite This Report
This report is designed to be cited. We maintain stable URLs and versioned verification dates. Copy the format appropriate for your publication below.
APA
Christopher Morgan. (2026, February 13). Workplace Engagement Statistics. Gitnux. https://gitnux.org/workplace-engagement-statistics
MLA
Christopher Morgan. "Workplace Engagement Statistics." Gitnux, 13 Feb 2026, https://gitnux.org/workplace-engagement-statistics.
Chicago
Christopher Morgan. 2026. "Workplace Engagement Statistics." Gitnux. https://gitnux.org/workplace-engagement-statistics.
Sources & references
30 datasets cited across this report · attribution is report-level
+11 additional datasets cited (not shown individually)