Employee Engagement Statistics 2025: (Global & MENA)

Employee engagement reflects how connected and committed employees are to their work and organization. It directly influences productivity, profitability, retention, and workplace culture.

Measuring engagement helps businesses understand workforce sentiment and identify areas for improvement. Recent research shows that engagement levels vary greatly across countries.

This report shares the latest global and regional statistics, along with insights into employee wellbeing, burnout, workplace technology adoption, and leadership’s role in fostering engagement. 

These figures highlight both the challenges organizations face and the opportunities to create a more motivated and productive workforce.

Highlights from the Latest Engagement Data

• In the MENA region, Oman leads with 27% engagement, while Egypt ranks lowest at 7%.
• Absenteeism is 78% lower in organizations with high engagement.
• Disengagement costs $438 billion in lost productivity worldwide in 2024.
• If every employee were fully engaged, the global economy could gain $9.6 trillion in productivity.
• 41% of employees feel stressed at work, and only 34% say they are thriving in their wellbeing.
• Global engagement is at 21%, down 2 points from last year, showing a decline in workplace connection.
• One in four employees experience burnout very often or always.
• Highly engaged teams deliver 18% higher productivity and 23% higher profitability.
• 87% percent of employees want their employer to listen more to workforce needs.
• Only 16% of employees use technology to track or monitor engagement.
• Generation Z and younger millennials have the lowest engagement at 31%, while baby boomers have the highest at 33%.
• Since 2020, baby boomers are the only generation to see engagement rise, gaining 2 percentage points.

What is the current state of global employee engagement?

Global employee engagement is 21%, which is 2 percentage points lower than last year. This means less than a quarter of workers are actively involved and committed to their jobs.

Employees in the United States have the highest engagement among G20 countries. In contrast, employees in Japan have the lowest engagement levels.

Disengagement cost the world $438 billion in lost productivity in 2024. This loss comes from absenteeism, low performance, and high turnover.

If every worker was fully engaged, the global economy could gain $9.6 trillion in productivity. This shows how much value companies lose when their employees are not motivated or connected to their work.

What are the employee engagement rates in the GCC and MENA region?

In the GCC and MENA region, engagement levels vary greatly. The UAE has 26% engaged employees and 18% actively disengaged employees, placing it among the higher-performing countries in the region.

Outside the UAE, Oman records the highest engagement at 27%, showing a relatively strong connection between employees and their work. On the other end, Egypt has the lowest engagement at just 7%, paired with one of the highest disengagement levels at 38%.

These differences highlight how workplace culture, economic conditions, and management practices can strongly influence employee motivation.

What is the current state of employee wellbeing, stress, and burnout?

Workplace wellbeing is closely linked to engagement. 41% of employees report feeling stressed at work, which can reduce productivity and increase turnover. Only 34% of employees say they are thriving in their overall wellbeing, showing that most workers feel their work-life balance and health could improve.

Social and emotional challenges are also common. One in five employees (20%) feel lonely at work, which can weaken team collaboration. Half of all employees are watching for or actively seeking a new job, a sign that many are not fully satisfied with their current roles.

Burnout is another major concern. One in four employees (25%) experience burnout very often or always, which can lead to higher absenteeism and lower job quality.

How does high employee engagement affect business results?

Engaged teams are 18% more productive and 23% more profitable than disengaged ones. This means their output is higher, the quality of work improves, and they contribute more to company growth.

When employees feel connected to their work, absenteeism can drop by 78%. Fewer missed days lead to smoother workflows and less disruption to business operations. Turnover is also 21% lower in highly engaged teams, saving organizations money on hiring and training new staff.

Customer outcomes improve as well. Engaged employees deliver 10% higher customer loyalty, leading to repeat business and stronger client relationships. They also record 14% more productivity in performance evaluations and 18% higher sales productivity, showing their impact on revenue generation.

A strong sense of engagement boosts personal wellbeing. Employees in engaged teams are 70% more likely to feel they are thriving and 22% more likely to participate in organizational activities, helping build a healthier and more collaborative workplace culture.

What do employees say about their workplace needs?

87% percent of employees believe their employer should do more to listen to workforce needs. Many feel their opinions are not fully considered when decisions are made, which can lower trust and motivation.

A large part of the workforce, 85% is either not engaged or actively disengaged. Low engagement makes employees less likely to put in extra effort, stay loyal to the company, or remain in their role for the long term.

Leadership engagement is also a concern. Manager engagement fell from 30% to 27% in 2024, with the biggest declines among young and female managers. When leaders feel disconnected from their own work, it becomes harder for them to inspire and support their teams.

These findings show that employees value open communication, active listening from leadership, and real opportunities to share feedback. Meeting these needs can help organizations strengthen morale, improve relationships, and reduce turnover.

How do technology, career growth, and remote work affect engagement?

Only 16% of employees use technology to monitor engagement. This shows that most workplaces are not yet making full use of digital tools to track and improve employee experience.

Career growth opportunities are another area of concern. Only 29% of employees are satisfied with the career advancement options available to them. Limited growth can make it harder to keep talented employees motivated and committed.

Remote work also brings challenges. Thirty-eight percent of remote employees feel exhausted after daily virtual meetings. This kind of fatigue can lower productivity and reduce overall job satisfaction.

These factors show that using the right technology, offering clear career paths, and improving remote work practices are important for maintaining high engagement levels.

How does employee engagement differ by generation?

Generation Z and younger millennials (born 1989 or later) have 31% engagement, the lowest of all age groups. They also experience the highest stress levels, with 68% saying they feel stressed at work. This shows that younger employees often face more pressure, which can affect their performance and retention.

Older millennials (born 1980–1988) report 32% engagement. Burnout is a serious issue in this group, with 34% experiencing it very often or always. High burnout levels suggest they may struggle with workload, career demands, or balancing personal responsibilities.

For Generation X (born 1965–1979), 32% are engaged. They have the lowest burnout rate at 27%, indicating better work-life balance or more experience in managing job pressures.

Baby boomers (born 1946–1964) have the highest engagement rate at 33%, slightly above the other generations. However, burnout still affects 40% of employees in this group, showing that even experienced workers are not immune to workplace strain.

These results show that while engagement percentages do not differ widely, the type of challenges each generation faces, whether high stress, frequent burnout, or lower resilience, varies significantly.

How has employee engagement changed since 2020 across generations?

Baby boomers (born 1946–1964) saw engagement rise from 34% to 36%, while their actively disengaged rate dropped from 17% to 15%. This improvement suggests that older employees may feel more stable or valued in their roles compared to earlier years.

For Generation X (born 1965–1979), engagement fell from 35% to 31% and actively disengaged employees increased slightly from 17% to 18%. This shows a small but concerning shift toward lower connection with work.

Older millennials (born 1980–1988) experienced a bigger drop. Engagement fell from 39% to 32%, while actively disengaged employees rose from 12% to 17%. This group appears to be losing motivation at a faster pace.

Younger millennials and Gen Z (born 1989 or later) had engagement decline from 40% to 35%. While this drop is smaller than for older millennials, it still reflects a weakening sense of connection to work among younger employees.

Overall, the data shows that engagement has decreased in most generations since 2020, with only baby boomers showing a positive change.

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Conclusion

The latest statistics show that employee engagement remains a challenge worldwide. While some regions and age groups have made progress, overall global engagement is low at 21%, costing the economy billions in lost productivity.

Countries in the GCC and MENA region display wide differences, from Oman’s relatively high engagement to Egypt’s extremely low levels. Wellbeing, stress, and burnout remain common, especially among younger workers, while older employees tend to show slightly higher engagement but still face workplace strain.

The data also makes it clear that high engagement delivers measurable business results, including higher productivity, profitability, and customer loyalty, as well as fewer safety incidents and lower turnover. However, most organizations are not yet using technology or career growth strategies effectively to support engagement.

Improving communication, listening to employee needs, providing growth opportunities, and supporting managers are key steps businesses can take to increase engagement and unlock the full potential of their workforce.