Four ways to energize employee engagement 

These changing tides highlight the importance of creating meaningful experiences for employees.

Keeping an ear to the ground is essential for understanding the evolution of employee expectations. Early results from our 2025 Global Talent Trends Survey of HR leaders reveal that 92% of organizations have an employee listening program. For 73%, that consists of an annual or biannual engagement survey, with 43% peppering in additional activities, including focus groups or ad-hoc surveys. 

Despite most employees (84%) feeling energized at work, burnout risk is at its peak, with 82% of employees feeling at risk. This has implications for everything from a sense of belonging to productivity. And with employee engagement declining in recent years, employers are searching for ways to rectify this trend while protecting employee well-being.

For organizations seeking to maintain employee energy and create meaningful experiences that foster a greater sense of engagement for those feeling more sluggish, there are four places to start:

Energized employees are more likely to feel valued at work compared to their non-energized counterparts (65% versus 43%). A sense of self-worth and a feeling that their employers value their contributions are crucial for employees. 

However, rapid changes in skill requirements and the evolving nature of work brought about by AI can make people question their professional identities. If these feelings fester, they can shake a person’s self-worth.

Globally, 51% of people work for a purpose, while the rest primarily work for a paycheck. However, when we consider energized versus non-energized employees, the latter are much less likely to work for a purpose (33% versus 55%). Similarly, energized employees tend to view work as an important part of their lives (79% versus 54%).

Energized employees are more likely to trust their managers and feel they belong. They get energy from their relationships at work as well as from the work itself. Trust in their organizations is the strongest variable influencing how energized employees feel at work, their sense of thriving and their intent to stay.

The trust element shows that employers can still improve outcomes for the 49% of employees who don’t see a purpose in their work by focusing efforts on building trust and making work meaningful in other ways. Much of this hinges on the relationships managers build with their teams. An interesting, fulfilling job can quickly collapse if the team leader micromanages or does not have their employees’ backs.

Over time, research has shown that almost 50% of the variability in engagement can be predicted by people’s personality traits. People with traits of positive affect, proactivity, conscientiousness and extroversion are typically more engaged at work (and, by extension, more energetic and enthusiastic). But even with that caveat, there’s still plenty employers can influence.

After all, engagement is marked by how things have changed: Post-pandemic, employees are more likely to clock-off on time or ask to be compensated for taking on responsibilities outside their job descriptions. And everyone is more conscious of the impact of poor work-life balance on health and happiness. 

Different team members may have varying reactions to the introduction of new technology. For some, it may feel overwhelming, whereas for others, it presents an opportunity. Energized employees are more likely to have a positive outlook on changes in the workplace, with 67% excited about new technology and eager to test its capabilities.

AI can either alleviate or exacerbate workload, depending on the measures and training accompanying its implementation. Energized employees are more likely to trust that their employers will provide the necessary skills training if AI or automation changes their role (47% versus 34% for non-energized employees). With this in mind, non-energized employees who are less likely to embrace AI may well find their work lives more challenging. 

Energizing employee engagement requires that organizations prioritize recognition, purpose and adaptability. But to truly move the needle and maintain workforce energy and engagement, organizations must shift from insights to action. Yet only 34% of HR leaders^[1] feel they are getting actionable insights from their employee listening programs. There is still a way to go to ensure that employee listening is utilized as the strategic lever it is.

If you found this data spotlight interesting, stay tuned for results from our 2025 Employee Experience Survey.