This is why we’re (still) disengaged at work

Gallup recently released new data on employee engagement, showing that only 3 out of every 10 employees are actively engaged, which is the lowest percentage in a decade. Despite decades of effort and investment in tackling disengagement, this issue persists, and numerous books, apps, and platforms have failed to make a significant impact. The problem of disengagement has led to the rise and fall of "perks culture," hybrid and flexible work, and wage increases, but none of these have moved the needle on engagement. The root of the issue lies in the fact that engagement comes from the experiences employees have while working, particularly in their interpersonal relationships. Work is constructed through relationships, and psychologist David Blustein notes that decisions, experiences, and interactions are influenced and shaped by relationships. Gallup's data reveals that many employees feel uncared for, disrespected, and unvalued, with only 39% thinking someone cares about them as people at work. This has led to a "mattering deficit," where employees feel insignificant and unvalued, rather than a "disengagement crisis." To address this, leaders need to focus on cultivating relationships that make people feel seen, supported, and valued, which is a prerequisite for engagement. Leaders must be re-skilled to care for their employees, value them, and help them understand their worth, as people need to feel valued to add value. By developing essential skills such as noticing, affirming, and needing, leaders can create a culture of significance and address the mattering deficit, ultimately leading to increased engagement and a more positive work experience.