{"id":33332,"date":"2026-05-18T16:15:01","date_gmt":"2026-05-18T15:15:01","guid":{"rendered":"https:\/\/www.talenco.com\/feed?post_id=33332"},"modified":"2026-10-31T14:44:48","modified_gmt":"2026-10-31T13:44:48","slug":"gallup-report-2026-engagement-managers-and-collaborators-ia-generative","status":"publish","type":"post","link":"https:\/\/www.talenco.com\/en\/publications\/articles-interviews\/rapport-gallup-2026-engagement-managers-collaborateurs-ia-generative\/","title":{"rendered":"Gallup Report 2026: Managers and employees\u2019 commitment to generative AI"},"content":{"rendered":"

Every year, the report State of the Global Workplace<\/em> by Gallup<\/a> offers a unique insight into the mindset of employees around the world.<\/strong><\/p>\n\n\n\n

The 2026 Gallup report confirms a worrying trend: Employees\u2019 global commitment declines for the second consecutive year<\/strong>, at 20 %<\/strong>, its lowest level since 2020. Gallup estimates that low engagement costs about 10 trillion dollars<\/strong> in the global economy, that is 9% % of global GDP<\/strong>.<\/p>\n\n\n\n

This report is based on data collected throughout the\u2019year 2025<\/strong>, This report is the result of the largest global study on the employee experience. It is based on a panel of approximately 150,000 respondents<\/strong>, distributed in more than 160 countries<\/strong>, allowing for a representative reading of the dynamics of work at the global level.<\/p>\n\n\n\n

The 2026 edition reveals a decisive angle: AI will not generate its gains without solid management<\/strong>. The tools work, but their adoption remains hampered by the organization, culture, and especially the ability of managers to support the teams.<\/p>\n\n\n\n

1. A commitment to work that continues to decline worldwide<\/a><\/p>\n\n\n\n

2. Managers, a weak link\u2026 and a central lever and key factor of engagement<\/a><\/p>\n\n\n\n

3. Why generative AI is not yet improving company productivity<\/a><\/p>\n\n\n\n

4. Wellbeing: a slight improvement, but negative emotions remain high<\/a><\/p>\n\n\n\n

5. Why Europe remains the region least committed to work<\/a><\/p>\n\n\n\n

6. France: continued critical engagement, more optimistic employment market<\/a><\/p>\n\n\n\n

7. The job market: fragile confidence, ongoing restructuring<\/a><\/p>\n\n\n\n

+ The 5 challenges to be addressed to reengage teams in 2026<\/a><\/p>\n\n\n\n

+FAQ \u2013 Gallup Report 2026<\/a><\/p>\n\n\n\n

<\/a>1. A commitment to work that continues to decline worldwide<\/h2>\n\n\n\n

In 2025, only % 20 employees worldwide<\/strong> they are engaged. 64 %<\/strong> are not engaged and 16 %<\/strong> are actively disengaged. No territory has seen its engagement progress over the year; the biggest decline concerns South Asia, with -5 points<\/strong>.<\/p>\n\n\n\n

\"\"<\/figure>
\n\n

The key point: commitment becomes an indicator of capacity for transformation<\/strong>. In an AI context, engaged employees are more likely to adopt the tools, experiment with them, and contribute to productivity gains. Conversely, disengagement risks neutralizing technological benefits and even increasing operational and security risks.<\/p>\n\n<\/div><\/div>\n\n\n\n

<\/a>2. Managers, a weak link\u2026 and a central lever and key factor of engagement<\/h2>\n\n\n\n

The report is very clear: the recent decline in engagement is largely due to: fall in the commitment of managers<\/strong>. Their engagement rate has increased from 31 % in 2022<\/strong> \u00e0 22 % in 2025<\/strong>, or -9 points<\/strong>. Between 2024 and 2025, it will recede by 27 % to 22 %<\/strong>.<\/p>\n\n\n\n

This is probably the most strategic message of the report: Managers become almost as detached as the teams they oversee. <\/strong>And when the management relay gets tired, the entire transformation chain grinds to a halt!<\/p>\n\n\n\n

Beyond the numbers, this decline reveals a weakening of the managerial role. Managers are now at the heart of organizational, human, and technological transformations, without always having the necessary resources or support. Yet their impact is decisive: The quality of management explains a major part of the commitment of the teams<\/strong>.<\/p>\n\n\n\n

In a context of reduced hierarchical levels, expanded teams, and the rapid integration of AI, their workload is intensifying sharply.<\/p>\n\n\n\n

The result: a more strategic role, but also one that is more exposed, which tends to erode, and with it, the dynamic of engagement of the entire organization.<\/p>\n\n\n\n

<\/a>3. Why AI is not yet improving company productivity<\/h2>\n\n\n\n

The Gallup report notes a major discrepancy. In the United States, among employees of organizations that have deployed AI, 65 %<\/strong> believe that AI has a positive impact on their productivity<\/strong> personal. But only 12 %<\/strong> They strongly state that AI has transformed the way work is done in their organization.<\/p>\n\n\n\n

The role of the manager is crucial<\/strong> Employees whose manager actively supports the use of AI are 98.7 times more likely<\/strong> to say that AI is actually transforming work, and 97.4 times more likely<\/strong> to say that AI gives them more opportunities to do what they do best.<\/p>\n\n\n\n

<\/a>4. Wellbeing: a slight improvement, but negative emotions remain high<\/h2>\n\n\n\n

Overall well-being improves slightly: 34 % of the employees declare themselves to be \u201cfulfilled\u201d<\/strong>, against 33 %<\/strong> the previous year.<\/p>\n\n\n\n

But the<\/strong> Negative emotions remain above pre-pandemic levels<\/strong>\u00a0: 40 %<\/strong> state that they felt a lot of stress the day before, 22 %<\/strong> of anger, 23 %<\/strong> of sadness and 22 %<\/strong> of loneliness.<\/p>\n\n\n\n

Gallup points out that well-being increases when employees find their work intrinsically rewarding, useful to others, and open to choice. In other words: Meaning, autonomy and impact are not \u201csoft topics\u201d; they are pillars of performance.<\/strong>.<\/p>\n\n\n\n

<\/a>5. Why Europe remains the region least committed to work<\/h2>\n\n\n\n

Europe remains the region in the world where engagement is the lowest: 12 %<\/strong> only employees are employed,<\/strong> against 20 %<\/strong> at a global level. The well-being is relatively high, however<\/strong> : 49 %<\/strong> European employees are \u201cthriving\u201d, up by 10% 2 points<\/strong>.<\/p>\n\n\n\n

\"Global<\/figure>
\n\n

Global Workplace 2026 \u2013 Engagement in Europe<\/em><\/p>\n\n\n

The European paradox is confirmed: employees are doing \u00abwell\u00bb in their lives, but remain very disconnected from their work.<\/p>\n\n\n

Europe is also showing 39 %<\/strong> from daily stress, 15 %<\/strong> in anger, 17 %<\/strong> of sadness and 13 %<\/strong> of solitude, levels generally lower than the global averages.<\/p>\n\n<\/div><\/div>\n\n\n\n

<\/a>6. France: continued critical engagement, more optimistic employment market<\/h2>\n\n\n\n

France remains in an alert zone: % only 8 employees will be hired in 2025.<\/strong><\/p>\n\n\n\n

The well-being is achieved 40 %<\/strong> of flourishing at work (\u201cthriving\u201d), while 39 %<\/strong> state that they felt a lot of stress the day before, 19 %<\/strong> in anger, 18 %<\/strong> of sadness and 18 %<\/strong> of solitude.<\/p>\n\n\n\n

\"Global
Global Workplace 2026 \u2013 Engagement France<\/figcaption><\/figure>\n\n\n\n

The employment climate improves significantly over time: 48 %<\/strong> French employees believe that this is a good time to find a job.<\/p>\n\n\n\n

France accumulates a Very low engagement<\/strong> and one perception of the job market improving<\/strong>. This is not necessarily a sign of immediate mobility, but it is a terrain favorable to silent disengagement, lasting demotivation, or opportunistic departures.<\/p>\n\n\n\n

<\/a>7. The job market: fragile confidence, ongoing restructuring<\/h2>\n\n\n\n

Globally, 52 %<\/strong> employees believe that this is a good time to find a job, either +1 point<\/strong>. But this improvement comes mainly from employees who are not eligible for teleworking and work entirely on-site.<\/p>\n\n\n\n

Conversely, Optimism drops among employees working entirely remotely<\/strong> and among \u201cremote-capable\u201d employees who return to the office.<\/p>\n\n\n\n

Generative AI also fuels concern<\/strong> In the United States, 18 %<\/strong> Employees believe that their job could be eliminated within five years due to automation or AI; this figure rises to 23 %<\/strong> in organizations that have already deployed AI.<\/p>\n\n\n\n

Retained from the 2026 Gallup study<\/h3>\n\n\n\n

The 2026 Gallup report not only states that engagement is declining; it also says that the success of AI will depend on the quality of management. <\/strong><\/p>\n\n\n\n

Companies that invest solely in tools risk missing out on the expected gains; those that invest in managers, work practices, and a collective sense of purpose will have a real advantage.<\/strong><\/p>\n\n\n\n

<\/a>The 5 challenges to be addressed to reengage teams in 2026<\/h2>\n\n\n\n

1. Reengage managers before asking them to reengage the rest<\/h3>\n\n\n\n

The manager has become the central point of fragility. Without support, training, and clarification of his role, he cannot lead the transformation alone.<\/p>\n\n\n\n

2. Transforming generative AI into a managed project, not just a technological one<\/h3>\n\n\n\n

Technical integration is not enough. Adoption depends on the ability of managers to legitimize, explain, secure, and ritualize the practices.<\/p>\n\n\n\n

3. Giving concrete meaning to work<\/h3>\n\n\n\n

Gallup shows that well-being improves when employees see their work as useful, chosen, and inherently rewarding. Meaning must become operational, not decorative.<\/p>\n\n\n\n

4. Treat negative emotions as a performance topic<\/h3>\n\n\n\n

Stress, anger, sadness and loneliness remain high. Ignoring them is like turning on a overheated engine in the hope of setting a speed record.<\/p>\n\n\n\n

5. Make it\u2019upskilling<\/em> a lever of hope, not just of adaptation<\/h3>\n\n\n\n

In the face of AI, employees need not only skills but also a sense of direction. Training is about reassuring, empowering, and putting each person back on an upward trajectory.<\/p>\n\n\n\n

<\/a>FAQ \u2013 Gallup Report 2026<\/h2>\n\n\n\n

What is the Gallup State of the Global Workplace 2026 report?<\/strong><\/h3>\n\n\n\n

The 2026 Gallup report analyzes engagement, well-being, and perceptions of work based on the largest global study of the employee experience.<\/p>\n\n\n\n

What is the level of employee engagement in 2025?<\/strong><\/h3>\n\n\n\n

In 2025, only 20 % of the employees worldwide are engaged, a level that is down for the second consecutive year.<\/p>\n\n\n\n

Why is employee engagement declining?<\/strong><\/h3>\n\n\n\n

The decline is mainly linked to the disengagement of managers, the transformation of work, and the still poorly understood impact of AI.<\/p>\n\n\n\n

What is the link between management and the adoption of AI?<\/strong><\/h3>\n\n\n\n

Employees whose manager supports the use of AI are up to 98 times more likely to consider that it transforms their work.<\/p>\n\n\n\n

Why do Europe and France have a weaker commitment?<\/strong><\/h3>\n\n\n\n

Europe has the lowest global engagement rate (12 %) due to a persistent misalignment between employee expectations and management practices.<\/p>","protected":false},"excerpt":{"rendered":"

Voici les enseignements majeurs du rapport Gallup \u00ab\u00a0State of the Global Workplace\u00a0\u00bb 2026.<\/p>","protected":false},"author":10,"featured_media":42910,"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":[135,131],"class_list":["post-33332","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-articles-interviews","tag-old","thematique-publication-experience-collaborateur","thematique-publication-intelligence-artificielle"],"acf":[],"_links":{"self":[{"href":"https:\/\/www.talenco.com\/en\/wp-json\/wp\/v2\/posts\/33332","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=33332"}],"version-history":[{"count":0,"href":"https:\/\/www.talenco.com\/en\/wp-json\/wp\/v2\/posts\/33332\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.talenco.com\/en\/wp-json\/wp\/v2\/media\/42910"}],"wp:attachment":[{"href":"https:\/\/www.talenco.com\/en\/wp-json\/wp\/v2\/media?parent=33332"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.talenco.com\/en\/wp-json\/wp\/v2\/categories?post=33332"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.talenco.com\/en\/wp-json\/wp\/v2\/tags?post=33332"},{"taxonomy":"case_study_category","embeddable":true,"href":"https:\/\/www.talenco.com\/en\/wp-json\/wp\/v2\/case_study_category?post=33332"},{"taxonomy":"thematique-publication","embeddable":true,"href":"https:\/\/www.talenco.com\/en\/wp-json\/wp\/v2\/thematique-publication?post=33332"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}