Research > Employee Engagement

Employee Engagement research, statistics & quotes

Executives who employ corporate citizenship to meet key business goals are nearly twice as likely to report that they are successful in enhancing reputation and 1.7X more likely to reduce employee turnover.

Boston College Center for Corporate Citizenship, The State of Corporate Citizenship 2017


Engaged employees make it a point to show up to work and do more work - highly engaged business units show a 41% reduction in absenteeism and a 17% increase in productivity.

Engaged workers also are more likely to stay with their employers. In high-turnover organisations (with more than 40% annualised turnover), highly engaged business units achieve 24% less turnover.  In low-turnover organisations (with 40% or lower annualised turnover), the gains are even more dramatic: Highly engaged business units achieve 59% less turnover.

Gallup, The Right Culture: Not Just About Employee Satisfaction 2017


76% of Australian employees are not engaged in their job

Gallup, State of the Global Workplace 2013


Millennial employees who believe that their employer supports the local community are 38 percent more likely to stay at that employer for five years.

The 2017 Deloitte millennial survey


Millennials are becoming increasingly sensitive to how their organizations address issues such as income inequality, hunger, and the environment. Eighty-eight percent of millennials believe that employers should play a vital role in alleviating these concerns, and 86 percent say the business success should be measured by more than profitability.

Deloitte, The Fourth Industrial Revolution is here—are you ready?


67 percent of employees prefer to work for socially responsible companies.

Nielsen - Doing Well by Doing Good


  • One in four of your workers intends to leave your employ within the year
  • One in three admits to not putting all his effort into their job
  • One in five believes their personal aspirations are quite different from what the organization has planned for them
  • Four out of 10 have little confidence in their coworkers and even less confidence in the senior team

Harvard Business Review Study - 2009


68% of all employees are not engaged at work. The percentage of U.S. workers in 2015 who Gallup considered engaged in their jobs averaged 32%. The majority (50.8%) of employees were "not engaged," while another 17.2% were "actively disengaged." The 2015 averages are largely on par with the 2014 averages and reflect little improvement in employee engagement over the past year.

Gallup poll, 2015


Purpose-oriented employees are:

  • 54 percent more likely to stay at a company for 5-plus years
  • 30 percent more likely to be high performers
  • 69 percent more likely to be Promoters on Bain & Company's eNPS scale, which measures employee engagement and loyalty
  • 20% longer expected tenure
  • 50% more likely to be in leadership positions
  • 47% more likely to be promoters of their employers
  • 64% higher levels of fulfillment in their work
  • 55% more likely to hold Director positions,
  • 39% more likely to hold Vice President or C-Level positions
  • 50% more likely to be in the top position in their organisation

2015 Workforce Purpose Index - NYU


  • Up to 90% of the 4,127 employees surveyed were aware of corporate volunteering options and up to 60% participated in corporate volunteering in the last 12 months.
  • The number one ‘very important’ reason given for participating in corporate volunteering was ‘it makes work more meaningful’.
  • Corporate volunteers were very satisfied with their volunteering experience (83% satisfied), very likely to continue (87%) and very likely to recommend it to their friends (75%).
  • 90% of volunteers indicated that ‘feeling that we are doing something meaningful’ would impact their decision to continue in the future, followed by ‘making a real difference in the community’ (87%).
  • The most common barriers were ‘not being asked’ (38%), ‘being too busy’ (36%), ‘preferring to volunteer privately’ (31%) and ‘preferring to donate money than to volunteer’ (21%). However, 60% of non-volunteers indicated they are ‘likely to join in the future, if they would only be given the right opportunities’.
  • Corporate volunteering is positively related to employee engagement, organisational commitment and job satisfaction. This presents companies with an excellent tool to impact not only the communities but also employees‘ wellbeing and the financial bottom line.
  • The most popular volunteering option was team or group volunteering (in which 35% had participated), followed by paid leave volunteering (27%), individual volunteering organised by the employer (17%) and skill-based volunteering (10%).
  • High-income earners ($150,000 per annum or more) volunteered more than low-income earners (less than $35,000 per annum), although low-income earners seemed to volunteer at high rates for team volunteering.
  • Low-income earners were a lot more likely than others to not participate at all in corporate volunteering.
  • Employees who were born in Australia participated more than those who were born overseas and people with higher education seemed to participate more in team and group volunteering and by using their skills, while those with a lower level of education volunteered more in paid leave options.
  • 83% of workplace volunteers were satisfied, 87% were likely to continue.
  • The most common barriers to workplace volunteering were not being asked, being too busy and preferring to volunteer privately.
  • Nearly one-half of employees who did not currently participate in corporate volunteering indicated that they would, if given the opportunity.
  • Employees who volunteer through the workplace had higher organisational commitment and job satisfaction than those who had not volunteered.


MGSM CSR Partnership Report 2013 - Corporate volunteering: Connecting People, Participation & Performanc