Statistics, studies and reports offer valuable proof to others, especially management, on how employee engagement drives performance and productivity and make the case for taking action. This is one way you can strengthen your seat at the management table.

Below is collection of US-based research and surveys completed in the last few years. When possible, we've included the date when a report, study or resource was published and provided a link to either the original source or a citation from a reputable publisher.



Employee engagement is a force that drives business outcomes. Engaged employees are more productive. They’re more customer-focused, more profitable, more likely to resist temptation to leave their organization and they act as advocates for their company’s products and services.

  • Only about 25% of business leaders have an employee engagement strategy. (Source: Dale Carnegie)
  • The current annual employee engagement spend in the US is $720 million. Bersin expects this spend to increase drastically to about $1.5 billion. (Source: Bersin and Associates)
  • Increasing employee engagement investments by 10% can increase profits by $2,400 per employee, per year. (Source: Workplace Research Foundation)
  • Highly engaged employees are 38% more likely to have above-average productivity. (Source: Workplace Research Foundation)
  • Engaged employees are up to 43% more productive than disengaged employees.(Source: Hay Group)
  • Companies with engaged employees, outperform those without by 202%. (Source: Dale Carnegie)
  • If your boss ignores you, your level of disengagement goes up by 45%. (Source: Gallup)
  • If your boss criticizes you, disengagement goes down to 25%, because you’d rather be criticized than ignored. (Source: Gallup)
  • If your boss notices your strengths, your rate of disengagement goes down to less than 1%. (Source: Gallup)
  • Highly engaged employees take 20% fewer sick days than disengaged employees. (Source: Towers Watson)
  • Highly engaged workers are 26% more productive than disengaged workers. (Source: Towers Watson)
  • Companies that foster engaged brand ambassadors in their workforce report an average of 2.69 sick days taken annually per employee, compared to companies with weak engagement efforts, reporting an average of 6.19 sick days. (Source: Workplace Research Foundation)
  • A 2014 study showed that highly engaged organizations improved 19.2% in operating income while low engagement organizations saw a 32.7% decrease. (Source: Towers Watson)
  • Gallup estimates a disengaged employee costs an organization around $3,400 for every $10,000 of salary. (Source: Gallup)
  • 78% of highly engaged people would recommend their company’s products of services, against 13% of the disengaged. (Source: Corporate Leadership Council, Corporate Executive Board (2004) ‘Driving Performance and Retention through Employee Engagement: a quantitative analysis of effective engagement strategies’)
  • 67% of engaged employees act as advocates for their company or organization versus only 3% of the disengaged. (Source: Corporate Leadership Council, Corporate Executive Board (2004) ‘Driving Performance and Retention through Employee Engagement: a quantitative analysis of effective engagement strategies’)
  • There is an almost 52% gap in operating incomes between companies with highly engaged employees and companies whose employees have low engagement scores. High engagement companies improved 19.2% while low engagement companies declined 32.7% in operating income during the study period. For example, New Century Financial Corporation, a U.S. specialty mortgage banking company, found that account executives in the wholesale division who were actively disengaged produced 28% less revenue than their colleagues who were engaged. Furthermore, those not engaged generated 23% less revenue than their engaged counterparts. Engaged employees also outperformed the not engaged and actively disengaged employees in other divisions. (Source: Ken Scarlett, What Is Engagement?)

Following Are Key Results of a survey of employees conducted between February 2012 and April 2012 by MSW Research on behalf of Dale Carnegie Training and reported here. Participants included 1,500 employees ages 18 to 61+.

While less than a third of employees are engaged, some groups of employees are more engaged than others.

  • Engagement levels appear to increase during the first 5 years of employment
  • Executives (VP and Higher) and medical workers are the most highly engaged group of employees
  • Employees in education, social work, and sales are the least engaged
  • Employees ages 50-60 are the least likely to be engaged
  • 26% of part-time works are engaged vs. 31% of full time workers
  • 45% of managers and supervisors are engaged, only 23% of all other level workers are engaged

 Disengaged employees are 2 1/2 times more likely to leave for ANY level of pay increase compared to those employees that are engaged

  • 26% of Engaged Employees would leave their current job for just a 5% pay increase.
  • 46% of Partially Engaged Employees would leave their current job for just a 5% pay increase.
  • 69% of Disengaged Employees would leave their current job for just a 5% pay increase.

Employee engagement rates are directly tied to feelings about interaction with their immediate supervisor.

  • 49% of employees who were satisfied with their direct manager where engaged
  • 80% of employees who were very dissatisfied with their immediate supervisor were disengaged
  • 28% of employees felt a negative emotion from their inaction with their supervisor, only 10% of these employees were engaged
  • 53% of fully engaged employees say they learned a lot from their supervisor compared to 19% of people who are not fully engaged.
  • 62% of engaged employees say their manager sets a good example compared to 25% of people who are not fully engaged
  • 40% of employees that feel empowered by their supervisor are engaged

 Personal lives are not longer off limits. Managers that are view as caring about employees personal lives are more engaged.

  • 66% of employees believe their manager does not care about their person life
  • 54% of employees are engaged when they believe their manager cares about their personal life
  • 17% of employees are engaged when they believe their manager does not care about their personal life

 Senior Leadership's actions also have a direct impact on employee engagement

  • 61% of employees who have confidence in the leadership abilities and think that senior leaders are moving the organization in the right direction are fully engaged
  • 61% of employees who say they are satisfied with the amount of input they have in decisions affecting their work are engaged.
  • 60% of employees who feel they have an impact on the direction of the company are engaged
  • Employee Engagement levels are twice as high among employees who say they are proud of contributions their organization has made to the community.


There are a lot of estimates on the cost of employee turnover. That number is going to be different for each employee, location and company. The exact number doesn’t matter as much as the prevention of that cost.

  • US employee turnover rates (voluntary and involuntary) during 2014 was 37.2% (Source: Nobscot)
  • Companies who implement regular employee feedback have turnover rates that are 14.9% lower than for employees who receive no feedback. (Source: Gallup)
  • 92% of employees said that they are at least “somewhat happy” (Source: Spherion)
  • One-quarter of workers described their workplace as “happy,” “fast-paced” (29%) and “stressful” (28%) (Source: Spherion)
  • 25% said they will change jobs in 2013 or 2014 (Source: CareerBuilder)
  • 27% of US workers plan to seek new employment in the next year (Source: American Psychological Association)
  • Employee engagement programs can increase profits by $2400 per employee per year (Source: Workplace Research Foundation)
  • 83% say they plan to look for a new job during 2014 (Source:
  • Organizations that have over 50% employee engagement retain over 80% of their customers (Source: Demand Metric)
  •  41% of millennials and 38% of non-millennials say higher compensation would increase their loyalty and engagement with the company (Source: Oxford Economics)
  • Replacing a lost employee costs 150% of that person’s annual salary (Source: Columbia University) (2009 statistic)
  • Replacing an experienced worker can cost 50% or more of the individual’s annual salary in turnover-related costs (Source: AARP)
  • Businesses spend about one-fifth of an employee’s annual salary to replace that worker (Source: Center for American Progress)
  •  Total cost of replacing an employee estimated to be between 90% to 200% of his/her annual salary (Source: SHRM)
  • 30% of companies lost 15% or more of their millennial employees in the past year (Source: Millennial Branding/
  • 32% of employers said they have come to expect workers to job-hop (Source: CareerBuilder)
  • 82% of Millennials say they are loyal to their employers (but only 1% of HR professionals describe Millennials as loyal to their employers) (Source:
  • 91% of Millennials don’t intend to stick with their job for more than three years (Source: Future Workplace)
  • Millennials are no more likely than non-millennials to leave their jobs in the next six months (Source: Oxford Economics)
  • 56% reported difficulty retaining high-potential employees and top performers (54%) (Source: Towers Watson)
  • 32% of companies struggle to retain top talent (Source: CareerBuilder)
  • 87% of companies said it cost $15,000 to $25,000 to replace a departed millennial employee (Source: Millennial Branding/
  • 24% of Americans feel more secure in their jobs than they did one year ago versus 17% who feel less secure (Source: BankRate)
  • 21% of full-time employees want to change jobs in 2014, the largest percentage since 2008 and up from 17% in 2013 (Source: CareerBuilder)
  • 59% of workers are satisfied with their jobs, down from 66% in 2013; 18% are dissatisfied, up from 15% (Source: CareerBuilder)
  • 70% of people are satisfied with their jobs (Source: American Psychological Association)
  • Only 30% of employees are actively engaged (Source: Gallup)
  • 33% of women are engaged with their employers, 28% of men (Source: Gallup)
  •  In companies where both leaders and managers are perceived by employees as effective, 72% of employees are highly engaged (Source: Towers Watson)
  • Organizations in which employees are primarily motivated by shared values and a commitment to a mission and purpose are nine times more likely to have high customer satisfaction (Source: LRN)
  • By the age of 35, 25% of workers have held five jobs or more. For workers ages 55 and older, 20 percent have held ten jobs or more (Source: CareerBuilder)
  • 42% said their employer does a good job of retaining talented employees (Source: Towers Watson)
  • Only 20% are able to focus on one task at a time at work, but those who can are 50% more engaged (Source: The Energy Project)
  • 83% of executives say they will be increasing the use of contingent, intermittent or consultant employees (Source: Oxford Economics)


  • 29% feel valued in their jobs (Source: Bureau of Labor Statistics)
  • 54% of workers say they like the people they work with (Source: CareerBuilder)
  • Employees who say they have more supportive supervisors are 1.3 times as likely to stay with the organization and are 67% more engaged (Source: The Energy Project)
  • In 2010, only 34% said they would recommend working at their company (Source: Bain & Co)
  • According to employees, salary is more important to job satisfaction (88%) than having a certain title (55%) (Source: CareerBuilder)
  • 65% of full-time U.S. workers say they do not currently earn their desired salary (Source: CareerBuilder)
  • Dissatisfied employees cite concerns over salary (66%) and not feeling valued (65%) most often as reasons for their dissatisfaction (Source: CareerBuilder)
  • The top sources of work stress are low salaries (according to 51%) and lack of opportunity for growth and advancement (44%) (Source: American Psychological Association)
  • 80% report being stressed out by work (Source: Nielsen)
  • Biggest workplace stresses: low pay (13%), commute (13%), work load (12%), coworkers (10%) (Source: Nielsen)
  • “Becoming obsolete” is the biggest concern for today’s worker, twice as concerning as being laid off (Source: Oxford Economics)
  • The more hours people work beyond 40 the worse they feel, and the less engaged they become (Source: The Energy Project)
  • 80% say they’re motivated to do their jobs through coercion (Source: LRN)
  • 24% don’t trust their employer (Source: American Psychological Association)
  • 32% feel that their organization isn’t always honest and truthful (Source: American Psychological Association)
  • 64% of employed adults feel their organization treats them fairly (Source: American Psychological Association)
  • 15% say they are currently working in their dream job, 36% say that while they’re not quite there yet, they believe they will be someday (Source: CareerBuilder)
  • 41% said they would need to leave their current employer in order to advance their careers (Source: Towers Watson)
  • Employees who derive meaning and significance from their work are more than three times as likely to stay with their organizations, reported 1.7 times higher job satisfaction and are 1.4 times more engaged (Source: The Energy Project)
  • Among millennials, friendships in the workplace make them feel happy (57%), motivated (50%), and productive (39%) (Source: LinkedIn)
  • 49% are satisfied with the growth and development opportunities and 47% are satisfied with their company’s employee recognition practices (Source: American Psychological Association)
  • 30% of millennials leave due to better offers elsewhere, almost the same amount leave because their career goals aren’t in line with their employer (Source: Millennial Branding/
  • 46% of professionals worldwide believe that work friends are important to their overall happiness (Source: LinkedIn)
  • 70% of employees say their employer should understand them to the same degree they are expected to understand customers (Source: Towers Watson)
  • 56% of employees who don’t feel valued report being stressed during the day, compared to 25% of those who do feel valued (Source: American Psychological Association)
  • 82% of Millennials said it was important to them to have a career that does some good in the world (Source: Clark University)
  • 63% of Millennials like their employers to contribute to social or ethical causes (Source: Brookings)
  • 64% of Millennials said they would rather make $40,000 a year at a job they love than $100,000 a year at a job they think is boring (Source: Intelligence Group)


  • 50% of employees cite benefits as an important reason they remain with their current employer (Source: MetLife)
  • Policies that would reduce voluntary turnover: Flexible schedules (51%), Increased recognition (awards, cash prizes, company trips) (50%), Acting on employee feedback (48%) (Source: CareerBuilder)
  • More than one-third of employees would change companies for an employer that embraces flexible work (Source: Unify)
  • Things workers are willing to sacrifice in order to have more happiness at work: a less private office space (76%), reduced workplace flexibility (60%), accept a lower position or title (60%) give up benefits such as their vacation time, accept a reduction on 401(K) contributions from an employer and other job perks(41%), take a pay cut (36%), relinquish health benefits (31%) (Source: Spherion)
  • Retirement plans, flexibility and time-off rank well ahead of amenities such as fitness centers, daycare and subsidized food (Source: Oxford Economics)
  • Most desired employee perks: Half-day Fridays (40%), On-site gym (20%), casual dress (18%) (Source: CareerBuilder)
  • 70% reported that increasing salaries is the best way to boost employee retention, 58% said better benefits (Source: CareerBuilder)
  • Over 66% say competitive compensation is the most important attribute of a job (Source: Oxford Economics)
  • 22% say compensation is the major factor determining happiness in the workplace (Source: Spherion)
  • 39% of executives say their company offers competitive compensation (Source: Oxford Economics)
  • 78% said that the employee benefits package is very or extremely important in their decision to accept or reject a job (Source: EBRI)
  • 31% are only somewhat satisfied with the benefits offered by their current employer; 26% are not satisfied (Source: EBRI)
  • 15% have taken a pay cut to work for a sustainable company (Source: Bain & Co)
  • 38% of millennials say money would motivate them to work harder and stay with their employer longer (opportunities for advancement was cited by 30%, meaningful work 15%, good boss 7%, and working for a fast-growing company 6%) (Source: Millennial Branding/Randstad)
  • Salary and “meaningful work” are the most important benefits potential employees look for (Source: Millennial Branding/
  • 86%  of Millennials state they value having benefits personalized to meet their individual circumstances and age (Source: MetLife)
  • 50% of those under the age of 40 felt that a company’s approach to sustainable business practices have influenced their decision about accepting a job (Source: Bain & Co)
  • Feeling encouraged by a supervisor to take breaks increases by nearly 100% people’s likelihood to stay with any given company, and also doubles their sense of health and well-being (Source: The Energy Project)
  • Of the 79% who have no intention to change jobs, 54% cite liking the people they work with, 50% cite good work/life balance, and 49% cite good benefits as reasons for staying (Source: CareerBuilder)
  • 43% of millennials would switch jobs for greater flexibility (Source: Unify)
  • Millennials plan to work for five different companies in their lifetimes (Source: Millennial Branding/Randstad)
  • 48% of millennials have been in their current job five years or longer (Source: Clark University)
  • Only one in four Millennials have had more than four jobs in the last 10 years (Source: Clark University)
  • 69% of Millennials say the people whom they work with would enable their best work (Source: Millennial Branding/Randstad)
  • 78% of millennials say it is more important to enjoy work than to make a lot of money (Source: Clark University)
  • 26% of workers said that providing special perks is an effective way to improve employee retention (Source: CareerBuilder)
  • 23% of Americans have no paid vacation (Source: CEPR)
  • 23% have no paid holidays (Source: CEPR)
  • Only 42% of Americans used vacation days in 2013 (Source: Oxford Economics)
  • 95% of senior business leaders recognize the importance of using time off (Source: US Travel Association)
  • 67% of employees say their company says nothing, sends mixed messages about or discourages using their PTO (Source: US Travel Association)
  • 41% do not plan to use all their paid time off this year (Source: US Travel Association)
  • 33% say they cannot afford to use their PTO (Source: US Travel Association)
  • 46% respond to emails while taking PTO, 29) return calls from work (Source: US Travel Association)
  • 61% of Americans work while they’re on vacation despite repeated complaints from members of their family; one-in-four are contacted by a colleague about a work-related matter while taking time off, while one-in-five have been contacted by their boss (Source: Glassdoor)
  • 37% of senior business leaders reported unplugging entirely from work during PTO , compared to 74% of employees (Source: US Travel Association)
  • Employees only use 51% of their eligible paid vacation time and paid time off (Source: Glassdoor)
  • 40% of employees feel they can’t justify taking time off due to workload, 13% are intimidated by work piling up while they’re gone (Source: Oxford Economics)
  • Executives cite a high level of education or institutional training as the most important employee attribute, only 23% say they offer development and training as a benefit (Source: Oxford Economics)
  • Percent of employees offered the following benefits: health insurance (76%), retirement savings plan (67%), dental insurance (66%), vision insurance (60%), life insurance (58%), short-term disability insurance (55%), long-term disability insurance (49%), AD&D (48%), pension (38%), long-term care insurance (25%), retiree insurance (22%) (Source: EBRI)
  • Percent of employees who accept the following benefits: health insurance (83%), life insurance (81%), dental (80%), retirement savings plan (80%), pension (76%), vision insurance (73%), short-term disability (71%), AD&D (70%), long-term disability (66%) (Source: EBRI)
  • 78% of employees rate health insurance in their top two most desired benefits, 37% rate retirement savings plan in their top two (down from 67% in 1999), 26% rate PTO (up from 16% in 2004), traditional pensions were rated by 13% (down from 21% in 1999) (Source: EBRI)
  • 38% of employees are not very confident they made the right benefits decisions at annual enrollment (Source: MetLife)
  • 54% claim they need more help understanding how their benefits work, and how those benefits can help meet their needs (Source: MetLife)


These don’t necessarily fit into one of the above categories, but they’re definitely impactful on employee engagement and as a result, customer engagement. They show a changing workplace, where it’s becoming harder to attract top talent while transitioning to the unique millennial culture.

  • Total employer compensation costs for private industry workers averaged $29.99 per hour worked, vs. $43.10 for state and local government employees (Source: Bureau of Labor Statistics)
  • Employer costs for employee compensation averaged $31.93 per hour worked in March 2014(Source: Bureau of Labor Statistics)
  • Wages and salaries averaged $21.96 per hour worked and accounted for 68.8% of these costs; benefits averaged $9.97 per hour worked and accounted for the remaining 31.2% (Source: Bureau of Labor Statistics)
  • 65% of companies are experiencing problems attracting top performers (Source: Towers Watson)
  • 46% said their organization hires highly qualified employees (Towers Watson)
  • 28% millennials have texted a manager out of work hours for a non-work related issue, compared to only 10% of baby boomers (Source: LinkedIn)
  • It now takes the average worker until age 30 to earn the national median salary; young workers in 1980 reached that point in their careers at age 26 (Source: Georgetown University)
  • 68% of millennials would sacrifice a friendship with a colleague if it meant getting a promotion; 62% of Baby Boomers wouldn’t even consider it (Source: LinkedIn)
  • One-third of millennials think socializing with coworkers will help them move up the ladder (compared to 5% of Baby Boomers) (Source: LinkedIn)
  • 67% of millennials are likely to share personal details including salary, relationships and family issues with co-workers, compared to only about one-third of baby boomers (Source: LinkedIn)
  •   Putting each employee in the right position is crucial to engagment. According to a study conducted by Price Waterhouse Cooper and LinkedIn released in April 2015, if companies were better at matching employees with their strengths, they could unlock more than $130 billion in productivity in 11 markets. And that does not even take into account an estimated $19.8 billion in recruitment costs that organizations could avoid by boosting staff retention.