Employee engagement levels in the UK have risen for the first time since the COVID-19 pandemic, with a 3 percent increase in engagement bringing the national average to 65 percent, according to a new survey.
The 2024 Engage for Success annual survey, conducted with Nottingham Business School at Nottingham Trent University, also noted ongoing disparities in how employees experience work, particularly for those with health conditions or from marginalised groups.
The survey, which collected data from more than 4,000 workers across sectors, sizes and regions, examined a range of themes impacting engagement. These included hybrid working, health and wellbeing, workplace culture, leadership and organisational practices.
While engagement is improving overall, it remains below pre-pandemic levels. The findings reveal a pronounced divide between organisations that prioritise people-focused strategies and those that do not. Employees who feel their organisation actively considers people-related issues report significantly higher engagement and stronger wellbeing outcomes.
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Two in five respondents said their employer actively embedded people considerations into decision-making. In these organisations, employee engagement reached 77 percent, accompanied by a greater sense of purpose, willingness to support colleagues and improved performance levels. Employees in this group were also more likely to find fulfilment in their work and experience better overall wellbeing.
Disengagement linked to workplace culture and leadership
In contrast, another two in five employees felt that people issues were largely ignored by their organisation. Among this group, engagement dropped to 45 percent. These employees were also five times more likely to report unmanageable stress and had higher levels of presenteeism and intention to leave. The findings suggest that a lack of inclusive culture and support may be driving dissatisfaction and attrition.
The survey indicates that workforce inequalities remain a key challenge. Employees with long-term health conditions, neurodivergence or protected characteristics reported engagement levels 20 percent lower than their peers. They also experienced higher stress and were more likely to consider leaving their role. Many said they were reluctant to disclose their condition for fear of discrimination.
Of those who did disclose, more than a third said they received no adjustments. However, when reasonable support was provided, engagement among these employees aligned with the wider workforce, underlining the impact of inclusive practices.
Line managers and senior leaders were found to play a crucial role in shaping workplace experience. Where managers prioritised employee wellbeing and inclusion, engagement levels rose. Managers who received training and adequate time to support their teams reported higher confidence and better team performance.
Leadership training and inclusive strategy for progress
Dr Sarah Pass, Senior Lecturer in Human Resources Management at Nottingham Business School and member of the Engage for Success Advisory Board, authored the report. She said, “Line managers are key to translating organisational goals into daily practice, supporting individual performance, development and inclusion, particularly for employees with health conditions or neurodivergence. They are the people who turn employee feedback into action.”
She added, “To lead effectively, managers need proper training and time to support their teams, and those who receive this preparation report higher engagement and greater confidence in their role.”
Dr Pass noted that while the overall rise in engagement is positive, a sustained focus is required to address the structural factors behind disengagement.
“If we are to truly Keep Britain Working, we must focus not just on getting people into work, but on helping them work well. Disengagement – driven by unmanageable stress, presenteeism and poor workplace culture – risks worsening health outcomes and pushing more people out of the workforce.”
David MacLeod OBE, co-founder of Engage for Success, added, “It is clear that if individual organisations and the UK overall are to grow, then we need to give higher priority to the people issues which result in increased levels of employee engagement and therefore better organisational outcomes.
“There is a huge opportunity, and need, to harness the rich diversity in our workplaces so that everyone can work to their full potential.”
