Workplace Insights: Data that Drive Meaningful Change

What do today’s workplace numbers really tell us? Behind every percentage point is a story of stress, satisfaction, burnout, balance, and opportunity. These statistics reveal how employees are feeling, what they need to thrive, and what’s falling short across organizations around the world.

Here at CoffeePals, we believe people-first cultures don’t happen by accident. They’re built on awareness, empathy, and data-driven action. That’s why we’ve pulled together the most impactful workplace statistics available—so you can better understand what’s shaping the employee experience and make smarter decisions to elevate it.

Employee Engagement Trends

Engagement isn’t just a buzzword—it’s a barometer of whether people are connected to their work, their teams, and their purpose. And right now, that barometer is flashing warning signs. While some regions and best-practice organizations are making progress, the global average remains stubbornly low.

Let’s see how employee engagement has evolved over the years, where it’s thriving, and where it’s slipping. The data shows just how critical it is for organizations to prioritize meaningful connection, recognition, and trust.

• The global employee engagement rate remains low at 21%, despite steady improvement since 2009. ¹

• Best-practice organizations maintain consistently high engagement, nearly double U.S. rates, and triple global averages. ¹
• After a slow but steady increase from 2012 to 2020, peaking at 36%, employee engagement in the US has dropped back to 31% by 2024. ¹
• The U.S. has consistently maintained a higher baseline over the years, suggesting stronger workplace practices, more developed HR strategies, or cultural emphasis on feedback and performance. ¹
• Disengaged employees led to a global economic loss of $438 billion in 2024. ²‍
• If the global workforce were fully engaged, it could boost the economy by $9.6 trillion in productivity, equivalent to a 9% rise in global GDP.²

Workplace Models and Employee Experience

Where and how people work matters. With the rise of remote and hybrid work, there has been a fundamental shift in how employees experience the workplace, and the emotional toll varies significantly depending on the setup.

Let’s unpack how different work environments impact stress levels, emotional wellbeing, and overall engagement. The numbers speak clearly: flexibility may boost productivity, but it also requires thoughtful support to maintain workers' mental and emotional health.

• Employees who work fully remotely show the highest engagement levels at 31%. This is in contrast to those in hybrid roles and on-site roles with remote capabilities, both at 23%, and on-site workers without remote options, who have the lowest engagement at 19%. ²
• Hybrid and fully remote workers report the highest stress levels at 46% and 45% respectively, significantly higher than their on-site counterparts, who report stress levels below 40%. ³
• Remote employees consistently report the highest levels of negative emotions across all four categories: stress, anger, sadness, and loneliness. ³
• Remote workers report 27% experiencing loneliness, the highest among all groups. ³
• Remote workers report the highest levels of both anger (25%) and sadness (30%) compared to all other work arrangements, highlighting a greater emotional strain in fully remote settings. ³
• Hybrid workers experience the most stress, but significantly less anger and sadness than remote peers. ³‍
• A substantial portion of the workforce is interested in greater work flexibility, with 42% seeking flexible work arrangements.⁴

Manager and Leadership Insights

Managers have always been key drivers of engagement—but now, they’re under more pressure than ever. From younger and female managers to mid-level leaders balancing high demands, the cracks are starting to show.

Let’s explore the role of leadership in shaping engagement and retention, and why supportive, caring management is no longer optional—it’s essential. The data reinforces the idea that when employees feel seen and supported by their leaders, everything improves.

• Manager engagement dropped from 30% to 27% in 2024, with the most significant declines seen among younger and female managers. ²
• Uncaring or uninspiring leadership contributes 7% to disengagement costs, emphasizing the need for empathetic and effective managers. ⁵
• Only 36% of employees have discussed their personal wellbeing with a manager or supervisor, and just 29% have had similar conversations with coworkers. ¹¹
• Employees who feel that their organization cares about their wellbeing are 4.4 times more likely to be engaged at work. ¹¹‍
• Employees in organizations that prioritize wellbeing are 73% less likely to feel burned out at work. ¹¹

Mental Health and Wellbeing

Mental health isn’t just a personal issue—it’s a workplace priority. The last few years have spotlighted how stress, burnout, and emotional strain can derail even the most productive teams.

Let’s dive into the statistics behind employee wellbeing, from burnout spikes to access to support. You’ll also see how organizational care isn’t just a nice-to-have—it dramatically affects engagement, loyalty, and resilience.

• Only 33% of employees worldwide report that they are truly thriving in their overall lives. ²
• Since peaking at 35% in 2022, employee wellbeing has declined, with the sharpest decreases seen among older and female managers over the past year. ²
• Nearly half of employees (48%) say prioritizing their mental health at work is harder now than it was five years ago. ⁶
• Burnout remains a serious issue, with mentions in Glassdoor reviews rising 73% year-over-year as of May 2025. ⁶
• 84% of respondents said their work environment had caused at least one mental health challenge. ¹⁰
• 81% of workers say they’ll seek out employers that prioritize mental health in the future. ¹⁰
• The percentage of employees with access to mental health care benefits increased by 18 points between 2019 and 2024. ⁶
• 38% of employees feel that they are respected by their supervisors all the time. 50% feel the same level of respect from their coworkers. ⁸
• A Gallup survey found that among employees who have used an employee assistance program (EAP) for mental health support, 32% say it’s “extremely helpful,” while 47% consider it “somewhat helpful.” ¹¹‍
• Employees who feel their organization cares about their wellbeing are 7 times more likely to recommend it as a great place to work. ¹¹

Job Satisfaction and Career Sentiment

A paycheck alone isn’t enough. Employees want purpose, growth, and recognition—and when those things are missing, job satisfaction plummets. These numbers reveal how people really feel about their careers, their coworkers, and their chances of advancing.

Let’s explore employee sentiment around job satisfaction, pay, recognition, and stalled career growth. The insights can help organizations refine their retention strategies and show employees a future worth staying for.

• 50% of U.S. workers report being "extremely" or "very" satisfied with their jobs. ⁸
• Workers report high satisfaction with their relationships with co-workers (64%) and supervisors (59%). ⁸
• Only 30% of workers are highly satisfied with their pay, a decrease from 34% in 2023. ⁸
• Half of workers view their current job as a career, while 15% see it as a stepping stone, and 35% consider it just a job to get by. ⁸
• 30% of employees who left a job within the first six months reported that more recognition for their unique contributions could have influenced them to stay longer. ⁷
• Nearly two-thirds of professionals on Glassdoor feel their careers are stalled heading into 2025, with career opportunities ratings declining by 3% between 2022 and 2024. ⁶

Attrition, Retention, and Workforce Movement

The job market may be cooling, but turnover isn’t. In fact, more people are quietly quitting, switching roles, or exploring side hustles than ever before. Beneath the surface, employees are still seeking something better.

This section offers a window into workforce movement, resignation rates, and shifting priorities. These trends signal a need for organizations to double down on meaningful retention strategies and to understand why employees are walking away.

• The percentage of workers planning to look for a new job has decreased from 56% in March 2023 to 48% in July 2024, indicating a potential cooling in job market optimism. ⁴
• Despite a cooling job market, the quitting rate rose slightly from 1.9% in December 2024 to around 2–2.1% by April 2025, resulting in nearly 943,000 additional job resignations during that period. ⁶
• So far in 2025, 17% of job switchers have accepted a pay cut—the same percentage as in 2024. ⁶‍
• Interest in side hustles is surging on Glassdoor, with new users joining the Side Gigs bowl increasing by 150% year-over-year between February 2024 and February 2025.⁶

Disengagement Drivers and Organizational Costs

Disengagement doesn’t just hurt morale—it’s expensive. When employees check out emotionally, the ripple effects hit everything from performance to profitability. And the reasons they disengage are both preventable and solvable.

Let’s identify some key drivers of disengagement, from rigid structures to toxic cultures, and show just how much organizations stand to lose or gain, depending on how they respond.

• Disengaged employees and worker attrition can cost a company with a median S&P 500 size up to $282 million annually. ⁵
• 12% of disengagement is tied to inadequate pay, highlighting the importance of competitive and fair compensation. ⁵
• Employees are just as likely to disengage from a lack of meaningful work (12%) as they are from poor compensation. ⁵
• Rigid work structures account for 11% of disengagement costs, showing that flexibility is no longer a perk—it's expected. ⁵‍
• Toxic team dynamics and unwelcoming environments drive 18% of disengagement, proving culture directly affects the bottom line.⁵

Productivity and the Modern Workday

Productivity isn't just about output—it's about experience. From pressure to be online 24/7 to chaotic work environments, many employees are pushing through less-than-ideal conditions that actually hinder performance.

Let’s take a look at what helps—or hurts—productivity in today’s workplace. These insights reveal that when organizations reduce noise, honor flexible schedules, and prioritize wellbeing, employees are happier, more focused, and far more effective.

• 27% of executives measure productivity based on employee visibility and activity metrics. ⁹
• 53% of desk workers feel pressured to respond to messages promptly, even when they’re sent outside of working hours. ⁹
• 63% of workers actively try to keep their online status visible, even when they’re not actually working. ⁹
• 52% of desk workers say a flexible schedule best supports their productivity (not just a flexible location). ⁹
• 71% say that working the same hours as their teammates boosts their productivity. ⁹
• 82% say feeling happy and engaged at work is a major driver of their productivity. ⁹
• 22% say excessive chaos at work is hurting their productivity. ⁹‍
• Wellbeing is a top organizational priority for one in four (23%) Chief Human Resource Officers (CHROs). ¹¹

The Big Picture on People and Performance

The data tells a powerful story: employees want more than just a paycheck. They’re craving connection, flexibility, recognition, and support—not someday, but now. And organizations that listen, adapt, and prioritize people-first strategies are the ones positioned to thrive.

At CoffeePals, we believe every number here is a call to action. A chance to reimagine how we work, lead, and support one another. Whether it’s through meaningful conversations, better leadership practices, or programs that foster belonging and wellbeing, it all starts with understanding what your people need—and meeting them there.

Because when employees are engaged, supported, and heard, companies don’t just do better. They become better places to work. And that’s a win for everyone.

References

¹ Gallup, Inc. (2025, April 18). Indicator: Employee engagement. Gallup.com. https://www.gallup.com/394373/indicator-employee-engagement.aspx 

² Gallup, Inc. (2025b). State of the Global Workplace Report. In Gallup.com. https://www.gallup.com/workplace/349484/state-of-the-global-workplace.aspx 

³ Pendell, R. (2025, July 2). The remote work paradox: higher engagement, lower wellbeing. Gallup.com. https://www.gallup.com/workplace/660236/remote-work-paradox-engaged-distressed.aspx 

⁴ Gillespie, L. (2023, March 30). Survey: 56% of workers plan to look for a job in the next 12 months. Bankrate. https://www.bankrate.com/personal-finance/job-seekers-survey/ 

⁵ The cost of unhappy workers. (2023, October 12). McKinsey & Company. https://www.mckinsey.com/featured-insights/sustainable-inclusive-growth/charts/the-cost-of-unhappy-workers 

⁶ Glassdoor. (2025, June). Glassdoor Worklife Trends 2025: Midyear Check-In. https://www.glassdoor.com/blog/worklife-trends-2025-midyear-check-in/ 

⁷ Indeed. (2025, February). 8 Examples of Employee Recognition Programs to Try. https://www.indeed.com/recruitment/c/info/employee-recognition-examples 

⁸ Nadeem, R., & Nadeem, R. (2024, December 10). 1. Job satisfaction. Pew Research Center. https://www.pewresearch.org/social-trends/2024/12/10/job-satisfaction/ 

⁹ Slack. (n.d.). The state of work in 2023. Slack. https://slack.com/blog/news/state-of-work-2023 

¹⁰ General, O. O. T. S. (2025, March 13). Workplace Mental Health & Wellbeing. HHS.gov. https://www.hhs.gov/surgeongeneral/reports-and-publications/workplace-well-being/index.html 

¹¹ Hedrick, K., Wigert, B., & Pendell, R. (2025, March 25). Despite employer prioritization, employee well-being falters. Gallup.com. https://www.gallup.com/workplace/652769/despite-employer-prioritization-employee-wellbeing-falters.aspx 

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