According to a 2024 report, only 10% of employees in the UK are “actively engaged” at work, placing the country among the least engaged workplaces in Europe and globally. The findings align with the broader trend observed across the Europe, Middle East, and Africa (EMEA) region, where employee engagement remains notably low.
In addition to declining engagement levels, the survey highlighted an increase in workplace emotions such as sadness and anger, contributing to the growing phenomenon of “quiet quitting.”
How Is Employee Engagement Measured?
Employee engagement is defined as the level of enthusiasm and involvement employees feel toward their work. Engagement occurs when workers’ fundamental needs are met, they feel they can contribute meaningfully, experience a sense of belonging, and have opportunities for professional growth.
The report categorizes employees into three groups:
Engaged Employees: These individuals are highly enthusiastic about their work, take pride in their contributions, drive performance, and play a vital role in organizational success.
Not Engaged Employees: These workers are mentally detached from their work. While they fulfill their duties, they lack energy and motivation.
Actively Disengaged Employees: These employees are visibly unhappy and often express resentment about unmet needs. Described as “loud quitters” who may disrupt the productivity of their engaged colleagues.
UK Employee Engagement in a Global Context.
Out of 38 European nations, the UK ranks 33rd for employee engagement, with only 10% of its workforce reporting feelings of motivation. Other countries, including Spain, Switzerland, Italy,
Luxembourg, and France, also ranked poorly.
The cost of low engagement in the UK was significant in 2023, amounting to over £257 billion annually comparable to the operating costs of the NHS for 2022.
Workplace Stress and Negative Emotions.
Findings revealed that workplace stress affected 40% of UK employees, exceeding the European average of 37%. Additionally, 27% of UK workers reported feeling sad at work the day before being surveyed. This makes the UK the second-highest in Europe for workplace sadness, trailing only Cyprus at 37%. Across Europe, 15% of workers reported feeling sad.
Anger was also a notable issue, with 20% of UK employees experiencing daily frustration in their roles.
The Labour Market’s Impact.
Economic factors play a crucial role in shaping employee engagement. In challenging labour markets, employees may feel trapped in unsatisfying roles due to limited opportunities elsewhere, potentially increasing disengagement. Conversely, countries with stronger labour markets tend to see lower levels of disengagement.
In the UK, 48% of employees surveyed believed it was a good time to seek a new job, while 31% actively explored other opportunities—indicative of current labour market dynamics.
By addressing the root causes of disengagement, such as stress, unmet needs, and lack of opportunities, employers in the UK can take steps to improve employee satisfaction, reduce negative
workplace emotions, and foster a more engaged workforce.
UK Labour Market Challenges: Rising Unemployment and Declining Vacancies.
Britain’s unemployment rate has climbed to its highest level in over two years. According to the latest Labour Market Overview from the Office for National Statistics (ONS), unemployment in the UK increased to 4.4% in the three months leading to April 2024, up slightly from 4.3% recorded between January and March.
Additionally, job vacancies declined for the 23rd consecutive period, dropping by 12,000 to 904,000 in the three months leading to May 2024. Despite this decline, vacancy levels remain higher than those seen before the COVID-19 pandemic.
The ONS commented that these figures “continue to show signs that the labour market may be cooling, with vacancies still falling and unemployment rising, though earnings growth remains relatively strong.”
How Can Employers Respond?
Insights suggest that businesses with engaged employees are better equipped to withstand challenges like economic downturns. Engaged workers are more likely to increase their efforts in uncertain times compared to disengaged employees who lack motivation or a sense of control.
However, despite the benefits of employee engagement, many organizations are failing to fully capitalize on it. So, what can they do to improve?
Common Mistakes in Employee Engagement.
Jeanette Wheeler, HR Director at MHR International, highlights some typical errors employers make in motivating and communicating with their teams.
One frequent misstep is granting employees autonomy without providing clear objectives or feedback. While workers often value the freedom to carry out their roles independently, they still require direction, support, and constructive feedback to thrive.
According to Wheeler, employees can only excel when they understand their goals clearly. Without well-defined objectives, work can become aimless and disconnected from broader organizational priorities. Managers should strive to balance providing autonomy with offering guidance and support.
Creating a Sense of Purpose.
Lisa Hand, Experience Director at Ogi, emphasizes the importance of helping employees feel that their work has a meaningful impact. She explains, “People now expect more from employers than just a salary and benefits package. Employees want to feel they are contributing to innovative and meaningful initiatives within their communities.” This sense of purpose not only fosters engagement but also enhances recruitment and retention.
Prioritizing Employee Wellbeing.
Orla Doyle, Marketing Director at recruitment software company Occupop, stresses the value of investing in employees’ health and development. She recommends implementing comprehensive wellness programs that include mental health support, exercise opportunities, and nutritious options like healthy breakfasts.
Doyle also advocates for professional growth initiatives, such as development plans, internal progression opportunities, and transparent communication. She adds, “Taking the time to listen to employees can help eliminate the ‘quiet’ from quiet quitting. Engage in honest discussions about workplace concerns and collaborate to find mutually beneficial solutions.”
By addressing these key areas, organizations can foster a people-focused culture that not only improves employee satisfaction but also supports long-term business success.
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