{"id":27647,"date":"2024-08-14T14:15:48","date_gmt":"2024-08-14T13:15:48","guid":{"rendered":"https:\/\/www.talenco.com\/feed?post_id=27647"},"modified":"2026-10-26T17:27:55","modified_gmt":"2026-10-26T16:27:55","slug":"gallup-study-2024-well-being-at-work-employee-engagement","status":"publish","type":"post","link":"https:\/\/www.talenco.com\/en\/publications\/articles-interviews\/etude-gallup-2024-bien-etre-au-travail-engagement-collaborateur\/","title":{"rendered":"[Etude Gallup 2024] Bien-\u00eatre au travail et engagement collaborateur… \u00e0 redynamiser !"},"content":{"rendered":"

The report \u00ab\u00a0State of the Global Workplace 2024<\/a>\u00a0\u00bb de Gallup provides an in-depth analysis of the current state of employees worldwide, focusing on mental health and employee engagement. <\/b><\/p>\n\n\n\n

This annual report presents the results of the largest permanent study in the world on the experience of employees<\/strong>. It analyzes how employees feel in their work and in their lives, which is an important indicator of the resilience and performance of organizations.<\/p>\n\n\n\n

This barometer aims to make the voice heard. the voice of the employees<\/strong> in the decision-making process to help leaders around the world guide their strategic choices and direct their human resources management policies.<\/p>\n\n\n\n

Mental health of employees, economic and political factors associated with well-being at work, and the key role of managers<\/strong>\u00a0This synthesis highlights the main conclusions of the report, with particular emphasis on: the commitment of employees, both worldwide and in France in particular<\/strong>.<\/p>\n\n\n\n

An alarming state of mental health for employees worldwide<\/h2>\n\n\n\n

A commitment of the employees to drift away<\/strong><\/h3>\n\n\n\n

Employee engagement is intrinsically linked to their overall life experiences. Employees who do not enjoy their work tend to experience high levels of stress, anxiety, and negative emotions.<\/p>\n\n\n\n

Employee engagement in Europe is declining, with a rate of 14 %, a decrease of 2 points compared to the previous year.<\/p>\n\n\n\n

In France, only 7 % of the employees feel engaged<\/strong>, placing the country at the 38th place out of 38 in Europe<\/strong>. This situation is alarming because low engagement often means low productivity and a high turnover rate. turn-over<\/em>. This situation requires strategic decisions to reverse the situation.<\/p>\n\n\n\n

\"Employee
Employee and manager engagement by country (\u00a9 2024 Gallup, Inc)<\/figcaption><\/figure>\n\n\n\n

Gallup estimates that the lack of employee engagement costs the global economy dearly: $8.9 trillion, or 9% % of global GDP.<\/p>\n\n\n\n

A sense of loneliness exacerbated by teleworking<\/h3>\n\n\n\n

In 2023, 20 % employees around the world feel lonely<\/strong> Every day, a phenomenon that is particularly pronounced among workers who work entirely remotely occurs. This social isolation has significant repercussions on the physical and mental health of employees.<\/p>\n\n\n\n

Social interactions, even virtual ones, are crucial for employee well-being, but it seems that these remote exchanges do not always compensate for the lack of physical contact.<\/p>\n\n\n\n

61 % of the European employees report feeling a lot of stress on a daily basis,<\/strong> an increase of 4 points compared to the previous year. In France, this trend is also worrying, with high and constant levels of stress in the workplace.<\/p>\n\n\n\n

The stress<\/strong> chronic can lead to decrease in productivity<\/strong>, an increase in absences due to illness and turn-over<\/strong><\/em> higher.<\/p>\n\n\n\n

52 % of the European employees are actively seeking employment <\/strong>or monitor opportunities for new jobs. This professional instability is symptomatic of a lack of motivation, even disengagement and high stress at work. Companies must therefore redouble efforts to retain their talents and improve working conditions<\/strong>.<\/p>\n\n\n\n

A deterioration in the well-being of young employees<\/h3>\n\n\n\n

The well-being of young employees (under 35 years old) has seen a significant decline, falling from 35 % in 2022 to 31 % in 2023.<\/p>\n\n\n\n

This decline is worrying and indicates an urgent need for targeted interventions.<\/strong> for this age group. Young employees, often more dynamic and innovative, see their potential and fulfillment hampered by stressful working conditions and a lack of positive prospects.<\/p>\n\n\n\n

The influence of economics and policies on well-being at work<\/h2>\n\n\n\n

A dynamic labor market promotes well-being<\/h3>\n\n\n\n

Countries where it is easy to find a job have lower rates of active disengagement. A dynamic job market allows employees to more easily leave unsatisfactory work situations<\/strong>.<\/p>\n\n\n\n

Economies offering many employment opportunities generally see an Increased well-being<\/strong> among their workers.<\/p>\n\n\n\n

Labour law, an essential safety net<\/h3>\n\n\n\n

Certain labor laws, particularly those regarding fair wages, workplace safety, and family responsibilities, are associated with better assessment of current life by employees.<\/p>\n\n\n\n

In Europe, countries with protective legislation, such as Norway and Denmark, see their employees being less stressed and having better emotional health.<\/p>\n\n\n\n

Labour law plays a crucial role<\/strong> by offering a safety net and improving the quality of life of employees.<\/p>\n\n\n\n

An optimistic future, a driving force for commitment<\/h3>\n\n\n\n

Employee engagement is strongly associated with hope for the future. Employees who are engaged have a more positive vision of their future, regardless of the legislative context in their country.<\/p>\n\n\n\n

Hope and optimism are powerful drivers of satisfaction and productivity at work.<\/strong><\/p>\n\n\n\n

The key role of the manager for the well-being of employees and collective performance<\/h2>\n\n\n\n

Managers are the key to team engagement<\/h3>\n\n\n\n

Managers play a crucial role, representing 70% % of team engagement<\/strong>. Engaged managers are able to positively influence the engagement of employees, leading to more productive and satisfied teams.<\/p>\n\n\n\n

One good management<\/strong> often translates into better Retaining talent<\/strong> and one Increased performance<\/strong>.<\/p>\n\n\n\n

The daily challenges of managers<\/h3>\n\n\n\n

Managers experience more negative everyday experiences than non-managers and are more likely to seek a new job.<\/p>\n\n\n\n

This highlights the importance of also supporting managers<\/strong> so that they can in turn support their teams effectively<\/strong>.<\/p>\n\n\n\n

The stress and pressure felt by managers can have a domino effect on the entire organization.<\/p>\n\n\n\n

Agile organizations, a model to follow<\/h3>\n\n\n\n

In the Agile companies<\/strong><\/a>, which promote well-being at work, trust, empowerment, kindness, etc., 75 % of the managers and 70 % of the employees are engaged<\/strong>.<\/p>\n\n\n\n

These companies show that effective management practices and adequate support can transform engagement and well-being at work.<\/p>\n\n\n\n

The initiatives of these organizations can serve as models for other companies seeking to improve their work environments.<\/p>\n\n\n\n

4 ways to improve well-being at work and employee engagement<\/h2>\n\n\n\n

1. Develop the leadership skills of managers<\/h3>\n\n\n\n

Managers must develop their skills leadership<\/a>\u00a0: to be empathetic, able to motivate and support their teams<\/strong>.<\/p>\n\n\n\n

Organizations have every interest in adopting management models that prioritize open communication, the recognition of individual contributions, accountability, and everyone\u2019s contribution to the company\u2019s objectives.<\/p>\n\n\n\n

2. Promoting well-being at work<\/h3>\n\n\n\n

It emerges from this Gallup report that companies must investing in the well-being of their employees<\/strong> by offering psychological support programs, activities team building<\/em> and physical health initiatives.<\/p>\n\n\n\n

Flexible working hours, teleworking, and policies that promote a good quality of life at work can also help improve morale and reduce stress.<\/p>\n\n\n\n

3. Encourage work-life balance<\/h3>\n\n\n\n

It is crucial to promote a healthy balance between work and private life.<\/p>\n\n\n\n

Managers must encourage their teams to take breaks, to regularly use their leave, and to respect time-outs\u2026<\/p>\n\n\n\n

4. Implement diversity and inclusion policies<\/h3>\n\n\n\n

Companies can no longer ignore the implementation of effective diversity and inclusion policies.<\/p>\n\n\n\n

An inclusive work environment where every employee feels valued and respected can significantly improve engagement and well-being.<\/p>\n\n\n\n

The figures and lessons of the 2024 Gallup study are highlighted the importance of improving management practices and strengthening policies that promote the well-being of employees<\/strong>.<\/p>\n\n\n\n

Targeted initiatives to reduce stress and increase employee engagement are crucial for improving organizational performance and employee well-being.<\/p>\n\n\n\n

By investing in effective management strategies, ensuring fair working conditions, and supporting the mental well-being of their employees, companies can counteract the negative effects of disengagement and stress, while improving performance and job satisfaction.<\/strong><\/p>","protected":false},"excerpt":{"rendered":"

D\u00e9couvrez les principaux enseignements du rapport Gallup \u00ab\u00a0State of the Global Workplace\u00a0\u00bb 2024.<\/p>","protected":false},"author":10,"featured_media":28002,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[104],"tags":[100],"case_study_category":[],"thematique-publication":[133,121],"class_list":["post-27647","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-articles-interviews","tag-old","thematique-publication-management-performance","thematique-publication-pratiques-manageriales"],"acf":[],"_links":{"self":[{"href":"https:\/\/www.talenco.com\/en\/wp-json\/wp\/v2\/posts\/27647","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.talenco.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.talenco.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.talenco.com\/en\/wp-json\/wp\/v2\/users\/10"}],"replies":[{"embeddable":true,"href":"https:\/\/www.talenco.com\/en\/wp-json\/wp\/v2\/comments?post=27647"}],"version-history":[{"count":0,"href":"https:\/\/www.talenco.com\/en\/wp-json\/wp\/v2\/posts\/27647\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.talenco.com\/en\/wp-json\/wp\/v2\/media\/28002"}],"wp:attachment":[{"href":"https:\/\/www.talenco.com\/en\/wp-json\/wp\/v2\/media?parent=27647"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.talenco.com\/en\/wp-json\/wp\/v2\/categories?post=27647"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.talenco.com\/en\/wp-json\/wp\/v2\/tags?post=27647"},{"taxonomy":"case_study_category","embeddable":true,"href":"https:\/\/www.talenco.com\/en\/wp-json\/wp\/v2\/case_study_category?post=27647"},{"taxonomy":"thematique-publication","embeddable":true,"href":"https:\/\/www.talenco.com\/en\/wp-json\/wp\/v2\/thematique-publication?post=27647"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}