Analysis | Avoiding risks and unlocking rewards around employee engagement

Level of positive engagement and impact 

The CIPD’s review of scientific evidence on employee engagement recommends considering the term ‘engagement’ to encompass work engagement (the specific state of vigour, dedication and absorption) and other more specific elements like organisational identification, motivation and commitment. Taking this into account, the CIPD Good Work Index 2025 investigated the level of self-reported engagement among employees from different industries and the impact this had on key business outcomes. It explored both positive feelings of engagement, such as energy, enthusiasm and immersion at work, and more negative feelings, such as boredom, loneliness and exhaustion. 

The findings revealed that around half of staff report feeling enthusiastic about, or immersed in, their work on a regular basis, and the same number report feeling that they experience ‘time flying’ at work regularly. Those who experience positive emotions at work are less than half as likely to see themselves voluntarily quitting their job (compared with those who feel negative emotions) and are around one-quarter more likely to go the extra mile to work harder for their organisation. Furthermore, positive engagement also correlates with improved self-reported performance. 

Impact of negative engagement 

Although the proportion of employees who say they regularly felt bored, miserable or lonely at work sits at only around one in eight, nearly one quarter regularly experience exhaustion and excess pressure at work. While the vast majority of staff say they perform well at work, there is a clear difference in reported performance when staff experience these negative feelings. Over 90% of employees reported achieving their objectives when they are full of energy, show enthusiasm, feel immersed and experience time flying, while under 80% reported the same when they feel bored, miserable, exhausted, under pressure or lonely.

Feeling when working and correlation with reported outcomes

^{Source: CIPD Good Work Index 2025.}

What role should employers play in boosting engagement? 

Employers should ensure staff have the resources to do their work effectively, without job demands becoming excessive or overwhelming. Excessive pressure and exhaustion contribute to negative feelings of engagement. Particularly where work involves hybrid and remote working, unsupportive management and a lack of boundaries around technology use can lead to staff struggling to switch off from work.

Establishing clear policies and expectations around hybrid working practices or out-of-hours obligations, for example, are some ways to manage this. Offering improved autonomy can also prevent the potentially negative impact of digital and hybrid working on mental health.

Meanwhile, innovation and deeper consideration could be put towards job design. For instance, to avoid people continuously working in isolation, work should offer greater collaboration and connection with others. Skill development and the opportunity to learn and take on different tasks could also negate some of the negative feelings of boredom or loneliness. 

Employers could also prompt senior leaders and managers to lead from the front by encouraging and role-modelling agreed practices and values. They should provide their leaders and managers with sufficient training to effectively support their staff, as good leaders are a key driver of employee engagement. The CIPD Good Work Index 2025 found that only two in three managers receive the training and, crucially, the time needed to manage staff well.

Organisations will also stand a better chance of keeping positive engagement high if employees feel supported and valued in their jobs, and have a voice to influence decision-making, rather than simply being affected by it. As such, employers should seek to foster a culture of openness and continuous dialogue between management and staff, show themselves receptive to feedback, and have in place mechanisms to recognise and reward good performance or demonstrating organisational values.