Research > Employee Engagement

Employee Engagement research, statistics & quotes

76% of Australian employees are not engaged in their job

Gallup, State of the Global Workplace 2013


  • 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