Employee Engagement.
Gallup Q¹² items; see “Appendix 3: Support Information” for item wording
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Managing the Emotional Workplace.
In 2025, global employee wellbeing improved for the first time in three years. Leaders have higher life evaluations but worse days than those they lead. In psychology, wellbeing can be measured by examining the reflective self or the experiencing self. How people think about their lives does not always match how they experience them day to day. When comparing leaders, managers, project managers and individual contributors, higher levels of leadership report higher levels of engagement and wellbeing . At the same time, compared with individual contributors, leaders are substantially more likely to report experiencing a lot of stress (+7 points), anger (+12), sadness (+11) and loneliness (+10) the previous day. Leadership also offers little upside in terms of positive emotions: Leaders are less likely than individual contributors to say they smiled or laughed a lot the previous day and less likely than managers to report experiencing enjoyment. Although leadership can give i...
Life Evaluation.
Please imagine a ladder with steps numbered from zero at the bottom to 10 at the top. Suppose we say that the top of the ladder represents the best possible life for you , and the bottom of the ladder represents the worst possible life for you . On which step of the ladder would you say you personally feel you stand at this time? (0-10) Just your best guess, on which step do you think you will stand in the future, say about five years from now? (0-10)
Measuring Employee Engagement.
Employee Engagement Employee engagement reflects the involvement and enthusiasm of employees in their work and workplace. Employees can become engaged when their basic needs are met, and they have a chance to contribute, a sense of belonging, and opportunities to learn and grow. Gallup categorizes employees as engaged, not engaged or actively disengaged. • Engaged employees are thriving at work. They are highly involved in and enthusiastic about their work and workplace. They are psychological “owners,” drive performance and innovation, and move the organization forward. • Not engaged employees are quietly quitting. They are psychologically unattached to their work and company. Because their engagement needs are not being fully met, they are putting time but not energy or passion into their work. • Actively disengaged employees are loudly quitting. They aren’t just unhappy at work. They are resentful that their needs are not being met and are acting out their unha...
Daily loneliness.
Did you experience the following feelings A LOT OF THE DAY yesterday? How about loneliness?
The Future of Jobs.
Global employee perceptions of the job market improved in 2025, following a decline the previous year. As the global economy recovered from the pandemic in 2022, so did job market optimism. In 2023, the percentage of employees who said it was "a good time" to find a job almost tied its 2019 record of 55%. The last two years, however, have seen job market perceptions lower than at the start of the recovery in 2022. In 2025, job market perceptions improved by one percentage point from the previous year to 52%, with a margin of error of ±0.1 percentage point. The 2025 increase in job market optimism came entirely from non-remote-capable, fully on-site workers (+2 points). Job market optimism dropped for fully remote workers (-5 points) and remote-capable, fully on-site workers (-14), while optimism remained flat among hybrid workers . The drop in optimism among remote-capable workers could be due to possible declines in remote job opportunities caused by changes in employe...