New research from Gallup highlights a concerning trend in the U.S. workforce, with job satisfaction at low levels. According to the findings, 51% of employees are seeking new work opportunities, marking the highest rate since 2015.
The current situation differs from the "Great Resignation" as many dissatisfied workers face challenges transitioning to new jobs due to a cooling job market and economic factors such as inflation. Ben Wigert, Ph.D., Gallup’s director of Research and Strategy for Workplace Management, noted that these employees are left "feeling stuck with their discontent."
Wigert stated, "For employers, this means that while turnover numbers may have slowed, employee productivity concerns and future talent loss are hidden organizational risks." He added that when employees feel detached from their work, it could lead to indifference or resistance towards organizational changes.
The research also indicates that only 18% of employees feel "extremely satisfied" with their jobs, the lowest level since 2022 during the COVID-19 pandemic. This phenomenon is identified by Gallup as "The Great Detachment."
Wigert attributed high turnover during the Great Resignation of 2021-22 to rapid organizational changes and restructuring, resulting in increased job responsibilities and employee burnout. Additionally, fully remote work has contributed to some employees feeling less connected to their organization’s mission.
Furthermore, 71% of employees reported that customers have become more demanding and highlighted a growing mismatch between expected post-pandemic work-life balance and what employers offer.
To address employee detachment, businesses should reset expectations and priorities while better connecting individual contributions to the organization's mission. Before the pandemic, more employees had clear role expectations; however, this clarity has diminished significantly over time.
Wigert advised leaders and managers to engage in two-way conversations with team members to set expectations in changing environments. This approach is particularly important for younger or hybrid employees.
To enhance connection to an organization’s mission, Wigert suggested that leaders communicate an inspiring vision: "Employees need a manager to show them why their effort makes a difference." He emphasized that addressing declining engagement elements like clear expectations and mission could transform risks into strengths.
