The emotional rollercoaster of work: insights from Gallup’s 2024 Report

Imagine this: over a quarter of the UK workforce experiences sadness for a significant part of their workday. Yes, you read that right. The UK is second highest in the world when it comes to workplace-induced sadness. And on top of that, stress levels remain alarmingly high with 38% of employees reporting high stress and almost 1 in 5 experiencing frequent anger.

Our jobs, which should ideally bring purpose and satisfaction, are casting shadows over our daily lives. Clearly work can evoke strong emotions in employees and for many, it’s negative.

These shocking insights comes from the Gallup State of the Global Workplace 2024 report, covering data from 100 different countries across the world.

We take a deeper look into the numbers to see what’s really going on behind those office doors and on the factory floors.

Key insights from the Gallup Report:  engagement or disengagement?

The first notable finding in the report is the level of engagement. Unfortunately, here in the UK engagement remains low at 10%. But there’s a twist – management plays a crucial role in this statistic.

Why managers matter

Gallup’s findings highlight that managers are pivotal, accounting for 70% of the variance in team engagement. So, if employees are feeling disconnected at work, managers may well have a lot to do with it.

Here are some insights from the report:

• Loneliness at work: 20% of the world’s employees experience daily loneliness, with young employees feeling it more acutely. Interestingly, having a job generally decreases loneliness – 20% of working adults feel lonely compared to 32% of those unemployed.
• The manager’s dilemma: Whilst managers are more likely to be engaged and thriving in life, feeling their opinions count and having a strong connection to their organisation and colleagues, their emotions are a rollercoaster. They experience higher highs and lower lows than non-managers, likely leaving them mentally exhausted.
• The flip side: However, the flip side is equally stark – managers are more prone to stress, anger, sadness, and loneliness. They’re also more likely to be on the lookout for a new job.

Challenges facing younger employees

The workplace environment for employees under 35 has significantly deteriorated, painting a challenging picture for the future workforce:

• Declining wellbeing: Wellbeing among younger employees declined in 2023.
• Loneliness epidemic: Younger workers under 35 are more likely to experience loneliness and less likely to feel cared about or have opportunities for development, especially in remote and hybrid settings.
• Lack of clarity: Less than 40% of young remote or hybrid employees know what is expected of them at work.

These stats are not just numbers; they reflect a growing discontent among younger employees that could have long-term implications for businesses if not addressed promptly.

Read more: How to effectively communicate with a multigenerational workforce

Strategies for improving workplace engagement and wellbeing

Managers play a pivotal role in shaping the employee experience. Countries with higher manager engagement see two times more engaged employees. When managers are engaged, their team members are more likely to be engaged too.

Disengaged employees cite the need for better culture. 41% of disengaged employees suggest that improving culture and engagement would enhance their workplace experience. And enhancing employee engagement can lead to significant improvements in business outcomes, retention and absenteeism, so it’s worth the investment.

Here are some practical takeaways for internal communicators to take forward:

• Support managers: Provide them with the tools and training they need to manage stress and build resilient teams. Encourage managers to have meaningful, two-way conversations with their team members.
• Develop clear communications: Clarity is key. Ensure that all employees, especially younger ones, understand their roles, what is expected of them and how their work aligns with the overall business purpose and goals.
• Openly support mental health and wellbeing: Provide resources and support for mental health. Creating an open and honest environment where employees feel cared for can improve overall wellbeing.
• Provide opportunities for connection: Encourage collaboration and interaction across all levels of the business to reduce feelings of isolation and loneliness. Build a sense of community through team-building activities and social events, even as virtual or hybrid events.

While the Gallup report paints a rather bleak picture of the current state of the global workplace, it also offers opportunities for the path forward. By focusing on engagement and supporting our managers, we can turn the tide and create a work environment that uplifts rather than brings down.

Are you ready to take a step forward to a more engaging and emotionally balanced workplace? Get in touch to discover how we can support you in creating a fairer, healthier, and happier workforce through the power of accessible and effective communications that drive real change.