Employee engagement refers to the degree to which employees are mentally, emotionally, and behaviorally involved in their work and the organization. Engaged employees understand the goals of their job, feel that their contribution has meaning, and are willing to put in extra effort when needed – not because they have to, but because they see value in what they do.
According to Gallup data, only 23% of employees globally feel engaged. The rest? Disengaged or actively disengaged, meaning they are emotionally and mentally detached from their work and do only what is necessary. The cost of this to the global economy? USD 8.8 trillion annually. This phenomenon, known as the grand disengagement, is becoming the norm, and organizations that ignore it lose their most important resource – motivated and involved people.
But before we try to “increase engagement” through various initiatives, it is worth asking a simple question – why would people be engaged at work at all?
In short: they don’t have to. People can, and often do, perform their jobs correctly and professionally without deeper involvement or a personal connection to their work. And that is legitimate.
Still, work makes up a third of the day (or more), so it is reasonable to expect that people want to work in an environment that does not exhaust them psychologically, that gives them a certain level of autonomy, and where they feel at least minimally valued. This does not mean that employees necessarily have to “breathe the brand” or identify with management’s goals. In practice, engagement manifests through something much more grounded:
- I understand what is expected of me.
- I know that my contribution carries some weight.
- I can express my opinion and it is at least considered.
- My manager does not make my job harder.
- I have basic working conditions without constant stress.
When these basics are missing, employees disengage. Slowly, quietly, and without noise, but with very real consequences.
What does “disengagement” actually mean – and why is it dangerous?
A disengaged employee is not necessarily a bad worker. They simply no longer see a reason for extra effort, proposing ideas, taking initiative, or engaging in team dynamics. They do the job, but nothing more. With actively disengaged employees, the situation is more complex – they are often a source of frustration within teams, spread resistance to processes and changes, and sabotage initiatives, either actively or through passivity.
Can this be avoided?
Yes – but not randomly. Regular employee engagement surveys should not be a mere formality. They are not conducted just to “measure a number” or “tick off an HR plan.” When carried out properly and consistently, they become a tool for:
- Identifying early signs of quiet frustration
- Monitoring the impact of leadership and team dynamics
- Identifying work-related obstacles that managers may not see
- Creating space for dialogue and adjustment
Engagement is not the same as satisfaction
It is crucial not to confuse engagement with satisfaction. An employee can be satisfied with benefits while being completely disengaged because they do not understand the purpose of their work. Likewise, someone who is engaged may have a challenging, even stressful job, but sees it as valuable and meaningful. Predictors of engagement are not always the best or worst-rated aspects of work, which is why it is important to measure them correctly in order to draw accurate conclusions about what motivates your employees. Our research shows that the most common predictors of engagement are job purpose, opportunities for learning and development, employee well-being at work, innovation, opportunities for advancement, and the leadership competencies of one’s direct manager. Since engagement patterns are specific to each organization, it is essential to conduct regular internal analyses to identify real trends and changes over time.
So, what should (and shouldn’t) be done?
There is no single answer. But there are some clear principles:
- Do not assume how people feel. Ask them.
- Do not demand enthusiasm – seek clarity, respect, and basic conditions.
- Do not measure engagement to control it – measure it to understand it.
In most organizations, engagement problems do not arise because people “don’t want to work,” but because they do not see how their work has meaning, impact, or support.
Engagement is an indicator of an organization’s basic health. If people lack clear conditions, support, and the ability to influence their work, disengagement is not an exception but an expected outcome. That is why engagement should not be viewed intuitively or through isolated impressions – it must be measured reliably and systematically. When done correctly, it provides data that clearly show where the risks are, where the strengths lie, and what truly matters to employees.
At the SELECTIO Group, we conduct engagement surveys that are psychometrically grounded, anonymous, and tailored to the context of your organization. If you want concrete insights, not just numbers – contact us. We will help you understand what engagement really means for your employees and where strengthening it begins.
