Gallup

Managers are the missing link in employee AI adoption. Gallup finds that employees who strongly agree their manager supports their team’s use of AI are twice as likely to use AI frequently and nearly nine times as likely to strongly agree that it helps them do what they do best every day. Yet only 28% of employees in organizations that are implementing AI say their manager actively supports its use. Providing access to AI tools isn’t enough. For AI to create real value, leaders must champion adoption, model its use and connect it to employees’ daily work. Learn more: https://lnkd.in/e6d3bjdK 

One of the simplest ways leaders can strengthen engagement is by ensuring employees have what they need to succeed. Still, only 37% of employees strongly agree they have the materials and equipment to do their work right. At the foundation of the Q12 pyramid, this element reflects whether people feel supported and equipped to deliver. When organizations remove barriers and provide the right resources, engagement grows — and employees can focus their energy on doing great work. Learn more about the Q12 — the world’s leading employee engagement survey: https://lnkd.in/gYZ3Ejny

Purpose powers engagement: 50% of U.S. employees with strong purpose at work are engaged, compared with just 9% with low purpose. Those with a strong sense of purpose at work are also far less likely to feel burned out or to be looking for a new job. Purpose at work manifests differently and goes deeper than job title or industry. It’s what develops when people see how their contributions make a difference and connect to something meaningful. Discover more about how purpose fuels engagement, performance and wellbeing in the latest research from Gallup and Stand Together: https://lnkd.in/gAvYGqeT

Only 30% of employees in the U.S. are engaged and 51% say they experience “a lot” of stress. The toll of this unmanaged stress is clear: 28% of employees experience frequent burnout. Employees don’t always walk away when burnout takes hold. Many stay but feel depleted, are emotionally distant and less effective. The result is a quiet erosion of performance and culture — harder to see than turnover, but just as costly. If leaders want to prevent burnout, one of the most effective steps is transforming how managers support their teams. Learn more: https://lnkd.in/gPSHQrPR

Only 19% of employees say they are extremely satisfied with their company as a place to work. Engagement isn’t just about isolated initiatives — it’s about the entire employee experience. When organizations struggle to connect culture, offer inadequate development opportunities and initiatives are aimless, they miss the chance for growth and risk higher turnover. A strong employee experience starts with intention. From hiring to onboarding to development, every touchpoint shapes engagement and retention. Organizations that prioritize meaningful experiences create workplaces where employees feel valued, supported and connected to purpose. Learn more about how leaders can weave engagement into the employee experience: https://lnkd.in/gUkMp32e

Over half of employees don’t strongly agree that they know what’s expected of them at work. That’s not just a communication gap — that’s the first step of engagement. This question anchors the base of the Q12 pyramid in clarity. When employees understand what’s expected, they can focus their efforts, take ownership and deliver on what matters most. Clear expectations fuel engagement — and engaged teams consistently perform better. Learn more: https://lnkd.in/gGUH9zA6

Agile teams and quick adaptation are essential in the modern workplace, but they depend on strong communication and collaboration. With hybrid work reshaping how teams connect, intentional collaboration and structured connection points are more critical than ever. Disengagement takes hold when teams become siloed, management is ineffective and face-to-face interaction is limited. Yet, employees with just one collaborative partner at work are 42% more likely to stay with their employer for their entire career. Learn strategies for leaders to promote connection, communication and engagement, regardless of where employees work: https://lnkd.in/gyhufqyv

How should organizations measure employee engagement? It starts with asking the right questions.    Gallup’s decades of research have identified 12 items that define engagement. Together, they form the Q12 pyramid — a framework depicting the four levels of employee needs. It starts with the basics of clarity and resources, builds through recognition and teamwork and culminates in growth and development.    This structure helps leaders see how everyday needs connect to long-term performance. And it turns engagement into something managers can act on in conversations, coaching and goal setting.    Learn more: https://lnkd.in/gzeJ6CyG 

Gallup Chairman Jim Clifton recently reframed a timeless idea at SEMAFOR’s World Economy Summit Studio: the great American dream has become a global one — and it starts with having a good job. Gallup research underscores this global reality: productivity, wellbeing and growth all begin with how people experience their work. When people have work that engages them and gives their lives meaning, that sense of purpose fuels productivity, innovation and social stability — the foundation of a thriving global economy. Improving engagement through science-based management could unlock tillions in untapped global economic potential. Explore Gallup’s State of the Global Workplace report to learn more. https://lnkd.in/grSnfQet

Gallup’s research shows burnout doesn’t stay confined to the workplace. When it comes to an employee’s wellbeing, the impact extends far beyond their career. Stress and disengagement spill into every dimension of wellbeing — physical health, finances, relationships and community.  Some observers have called this “quiet cracking” — an echo of the “quiet quitting” trend. Employees may keep their jobs, but their energy, resilience and connection to their work erode in ways that weaken both performance and overall wellbeing. Leaders who want to prevent this need to embed wellbeing into culture, making it central to how managers support their teams. https://lnkd.in/gkhp8Bh5