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2020 Employee Engagement & Loyalty Statistics

Posted by Ashley Autry on Apr. 7, 2020

It's 2020 and employers are still working hard to figure out ways to find, hire and keep skilled employees.

The war for talent is still afoot, forcing businesses and organizations everywhere to ask about, listen to, and implement the things employees want within the workplace.

So what exactly do employees want, even demand from their employer? And what are employers doing in response?

We aim to answer these questions and more through the constant gathering of  data on all things employee loyalty and engagement.

Check the stats out here:

Of course, all of these statistics will also find their way onto our Ultimate Collection of Employee Engagement & Loyalty Statistics.

Stats related to Millennials will also be added to our database of Millennial Employee Engagement & Loyalty Statistics.

Looking for employee benefits and perks stats? We've got those too.

Have data you'd like to see on these pages? Drop us a link in the comments.

This page is brought to you courtesy of Access Perks, provider of America's best employee discount programs. Visit our site to learn more!

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2020 Employee Engagement/Retention Statistics

  • More than half of Millennial workers are managers and plan on staying at their current job for a total of ten years (Zapier)
  • The average length of time Gen Z plans to work for their current employer is 6 years (Zapier)
  • The average length of time Millennials plan to work for their current employer is ten years (Zapier)
  • 16% of Gen Z and Millennial employees have quit a job because their employer did not provide the proper technology for them to do their job (Zapier)
  • 82.39% of employees say a lack of progression would influence the decision to leave their jobs (CareerAddict.com)
  • Employees said the three most contributing factors to quitting their jobs were a lack of career advancement opportunities, low pay, and the absence of a salary pay raise (CareerAddict.com)
  • Of those who had already quit their jobs, 35% would consider returning if they were offered a better salary or a higher position (CareerAddict.com)
  • 18% of employees said they regret leaving their previous job (CareerAddict.com)
  • Execs say 64% of total company costs are labor costs (The Predictive Index)
  • Execs attribute 72% of their company’s value to their employees (The Predictive Index)
  • Only 36% of companies have a talent strategy (The Predictive Index)
  • 24% of companies have a well-documented talent strategy that is understood throughout the organization (The Predictive Index)
  • 20% of companies say their talent strategy is completely aligned with their business strategy (The Predictive Index)
  • 17% of companies believe they have the right people throughout the company to execute their business strategy (The Predictive Index)
  • 37% of executives say their #1 priority is talent strategy (The Predictive Index)
  • One-third of companies with a talent strategy can’t communicate it in a way their employees understand (The Predictive Index)
  • 22% of companies consider talent strategy a shared responsibility (The Predictive Index)
  • Companies with higher revenues are more likely to have a talent strategy in place (The Predictive Index)
  • Talent optimized companies outperform other companies by 16% in terms of strategic success rates (The Predictive Index)
  • On average, 47% of high-performing employees left their company last year (The Predictive Index)
  • Talent optimized companies have 30% lower turnover of top performers (The Predictive Index)
  • Talent optimized companies have 34% higher employee performance (The Predictive Index)
  • When companies did not have a clear business strategy and did not practice talent optimization, execs rated their employees’ performance at 7.1 (The Predictive Index)
  • When companies implemented talent optimization practices, execs rated employee performance at a 9.5 (The Predictive Index)
  • Talent optimized companies spend 31% less time on people problems (The Predictive Index)
  • 47% of companies have tools that accurately evaluate whether they have the right executive team in place (The Predictive Index)
  • Execs say only 49% of last year’s hires were good hires (The Predictive Index)
  • 61% of execs say employees are terminated because they lack the behavioral fit or cognitive ability needed for the job (The Predictive Index)
  • 27% of companies don’t have an effective, repeatable hiring process (The Predictive Index)
  • On a scale of 1-10, execs rate the importance of using analytics to make hiring decisions a 7 (The Predictive Index)
  • Companies that place more of an emphasis on using analytics for hiring are more likely to surpass their goals (The Predictive Index)
  • 24% of hiring managers lack access to behavioral and cognitive candidate data (The Predictive Index)
  • 53% of execs say their hiring teams are somewhat aligned (The Predictive Index)
  • Execs attribute 64% of a strategic initiative’s success or failure to their employees (The Predictive Index)
  • Executives said their biggest challenges include: getting the most out of my people (30%), managing expenses and cash (28%), creating a great work environment (27%), finding the right talent (25%), and building better operational processes (23%) (The Predictive Index)
  • Executives said their biggest weakness as a leader was getting rid of under-performers (16%) and hiring the best people (15%) (The Predictive Index)
  • This year’s top three organization human resource goals are to: retain more talent, recruit top talent, and reduce the time to hire (U.S. Chamber of Commerce Foundation)
  • 74% of HR professionals agree that a skills gap persists in the current U.S. labor and hiring economy (U.S. Chamber of Commerce Foundation)
  • 59% of HR professionals say the search to find qualified candidates has been more difficult than it was over the last three years (U.S. Chamber of Commerce Foundation)
  • 45% of HR professionals report that changing the organization’s hiring process is a priority in their organization and in their HR department (49%) (U.S. Chamber of Commerce Foundation)
  • 55% of companies regularly diagnose their employee engagement data (The Predictive Index)
  • 22% of companies know what is driving employee disengagement (The Predictive Index)
  • 17% of executives say increasing employee engagement is a top priority (The Predictive Index)
  • 33% of executives say improving our employees’ loyalty and faith in the company is a top priority (The Predictive Index)
  • 94% of talent professionals agree employee experience is very important to the future of recruiting and HR, along with people analytics (85%), internal recruiting (82%), and multi-generational workforce (74%) (LinkedIn)
  • 77% of companies focus on employee experience to increase retention (LinkedIn)
  • There is a 41% longer employee tenure at companies with high internal hiring compared to those with low internal hiring (LinkedIn)
  • Talent professionals say they’re increasingly focused on employee experience in order to increase employee retention (77%), increase employee productivity (71%), meet expectations of Millennials and Gen Z (40%), and attract more candidates (29%) (LinkedIn)
  • Companies rated highly on compensation and benefits saw 56% lower attrition (LinkedIn)
  • Companies rated highly on employee training saw 53% lower attrition (LinkedIn)
  • Companies rated highly on purposeful mission saw 49% lower attrition (LinkedIn)
  • Companies rated highly on flexible work arrangements saw 137% higher headcount growth (LinkedIn)
  • Companies rated highly on open and effective management saw 143% higher headcount growth (LinkedIn)
  • 73% of talent professionals say people analytics will be a major priority for their company over the next 5 years (LinkedIn)
  • 82% of talent professionals say their company currently uses measuring employee performance to plan within the next 5 years, along with strategic workforce planning (77%), identifying skills gaps (70%), evaluating recruiting channels (67%), assessing talent supply/demand (62%), identifying flight risks to improve retention (60%), reducing bias in hiring/promotions (56%), competitive intelligence (55%), predicting candidate success (47%), and organizational network analysis (41%) (LinkedIn)
  • 73% of talent professionals say internal recruiting is increasingly important to their company (LinkedIn)
  • There has been a 10% increase in internal hiring since 2015 (LinkedIn)
  • Employees stay 41% longer at companies with high internal hiring compared to those with low internal hiring (LinkedIn)
  • 81% of talent professionals agree that internal recruiting improves retention, accelerates new-hire productivity (69%), and accelerates hiring process (63%) (LinkedIn)
  • 72% of talent professionals say internal candidates are typically identified at their company by employees finding jobs on the internal job board, hiring managers reaching out to employees they know (50%), and employees hearing about jobs through word of mouth (45%) (LinkedIn)
  • 65% of talent professionals acknowledge their company needs to improve its internal recruiting (LinkedIn)
  • The top three barriers to internal recruiting are: managers don’t want to let go of good talent (70%), not enough qualified internal candidates (56%), and more difficult to diversify workforce (38%) (LinkedIn)
  • 60% of talent professionals cite encouraging more cross-functional projects to improve internal recruiting, along with identifying skills of existing employees (60%), and connecting upskilling to internal opportunities (56%) (LinkedIn)
  • 23% of learning and development professionals say they partner with recruiting to identify skills gaps and hard-to-fill roles (LinkedIn)
  • 73% of employees say they’d stay at their company if there were more skill-building opportunities (LinkedIn)
  • 42% of Gen Z, 41% of Millennials, 43% of Gen X and 45% of Baby Boomers view inspirational colleagues & culture as a top factor when considering a new job (LinkedIn)
  • 18% of Gen Z, 23% of Millennials, 23% of Gen X, and 32% of Baby Boomers view a company with a purposeful mission as a top factor when considering a new job (LinkedIn)
  • 36% of Gen Z, 25% of Millennials, 20% of Gen X, and 21% of Baby Boomers view investment in employee training as a top factor when considering a new job (LinkedIn)
  • 56% of Gen Z, 73% of Millennials, 35% of Gen X, and 10% of Baby Boomer talent professionals say their company plans to focus on recruiting any generation over the next 5 years (LinkedIn)
  • 25% of Gen Z, 56% of Millennials, 60% of Gen X, and 36% of Baby Boomers say their company plans to focus on retaining any generation over the next 5 years (LinkedIn)
  • Baby Boomers stay 18% longer than the average employee, and Gen Xers stay 22% longer than average (LinkedIn)
  • The top three reasons Millennials left their job were: better compensation and benefits, more advancement and more of a challenge (LinkedIn)
  • The top three reasons Gen X left their job were: more of a challenge, better compensation and benefits, and more advancement (LinkedIn)
  • The top three reasons Baby Boomers left their job were: more of a challenge, better fit for skills and interests, and to make more of an impact (LinkedIn)
  • 24% of hourly job seekers are very satisfied with how they learn about and engage with their company (Aptitude Research & Alexander Mann Solutions)
  • 27% of hourly job seekers were very satisfied with how they apply for a job (Aptitude Research & Alexander Mann Solutions)
  • 23% of hourly job seekers were very satisfied with how they meet with a hiring manager or hiring team (Aptitude Research & Alexander Mann Solutions)
  • 22% of hourly job seekers were very satisfied with the assessment which determines fit for the job (Aptitude Research & Alexander Mann Solutions)
  • 20% of hourly job seekers were very satisfied when they receive an offer for a job (Aptitude Research & Alexander Mann Solutions)
  • The average turnover in all industries has remained steady at 44.3% over the past two years (Bureau of Labor Statistics)
  • 39% of employees struggling financially are fully engaged at work (WTW)
  • 42% of people who are financially stressed are 10x more likely to not finish daily tasks at work, 9x more likely to have troubled relationships with coworkers and 2x more likely to be looking for a new job (Salary Finance)
  • Those with money worries are 2.3 times more likely to be looking for another job, 1.6 times more likely to be unhappy in their current role but planning to stay, and 1.4 times less likely to be happy with their job (Salary Finance)
  • On average, lonely workers say they think about quitting their job more than twice as often as non-lonely workers (Cigna)
  • 74% of people would not be more likely to leave their current employer if their best friend left (Cigna)
  • 55% of people would not leave their current employer even if they felt disconnected from their colleagues (Cigna)
  • 10% of employed Americans feel their productivity is lower than their peers all or most of the time (Cigna)
  • On average, people spend three days in the past month thinking about quitting their job, and more than four days dreading going to work (Cigna)
  • 67% of workers with consistent schedules have been at their current job for three years or more (TSheets)
  • 62% of workers with availability-based schedules and 51% of workers with rotating schedules have been at their current job for three years or more (TSheets)
  • 22% of workers said they’d be happy working at their job for more than 10 years (TSheets)
  • 7% of workers indicate they’re currently searching for a new job (TSheets)
  • 69% of men and 55% of women would be happy at their jobs for three years or more (TSheets)
  • 31% of employees say they’ve worked at their current primary job for more than eight years (TSheets)
  • 24% of workers have been at their current job three to five years, and 21% have been at their jobs less than two years (TSheets)
  • Up to two-thirds of employees say they may leave their jobs in 2020 (Achievers)
  • 52% of employees are looking or would consider leaving their company because of compensation, 43% career advancement, and 19% lack of recognition (Achievers)
  • 26% of employees feel being undervalued and underappreciated is the highest barrier to engagement (Achievers)
  • Employees who do not feel adequately recognized have a lower engagement and are twice as likely to say they’ll quit in the next year (Achievers)
  • 90% of workers said they are more likely to stay at a company that takes and acts on feedback (Achievers)
  • 44% of employees who called their company horrible at acting on feedback plan to look for a new job compared to 28% who called their company awesome at acting on feedback (Achievers)
  • In 2020, 35% of employees plan to look for a new job, 33% are not planning to look for a new job, and 32% are undecided (Achievers)
  • 23% of 18-20-year-olds will stay at their current job in 2020, 50% indicated they will pursue a new job, and another 27% are undecided (Achievers)
  • 38% of 30-44-year-olds plan to look for a new job while 34% are undecided (Achievers)
  • 19% of employees consider themselves very engaged and planning to stay at their company a long time (Achievers)
  • 14% of employees identify themselves as either somewhat or completely disengaged (Achievers)
  • 35% of employees are somewhat engaged, but feel their company could do more to improve employee experience (Achievers)
  • 32% of employees have average engagement but are open to new opportunities (Achievers)
  • 6% of employees are somewhat disengaged but not looking for new job opportunities (Achievers)
  • 8% of employees are completely disengaged and/or actively looking for another job (Achievers)
  • Employers said a culture of dignity at work is an important driver of: organization’s ability to attract and retain talent in the marketplace (95%), employee wellbeing (95%), work engagement (94%), overall business performance (93%), and employee productivity (91%) (WTW)

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2020 Workplace Satisfaction Statistics

  • 77% of employees are happy with their office set up, with 90% of those in private offices saying they’re the most satisfied (Olivet University)
  • When asked what office amenities would help employees be more productive, their top two choices were a “quiet location” and a “dedicated office space” (Olivet University)
  • 20% of employees believe that work messaging platforms are a distraction that hurts productivity (Olivet University)
  • 67% of employees are as productive as they can be in their office environment (Olivet University)
  • 80% of professionals agree that a traditional work setting is important for advancing their career (Deloitte)
  • When asked what makes employees happiest in their office, the answers included: natural light, free drinks, comfortable meeting spaces, free snacks, pet-friendly policy, onsite amenities, walkable areas, cool décor, outdoor space, standing desks and games (Olivet University)
  • When asked what employees most dislike about their office, they answered: too noisy, no privacy, too many visual distractions, too little energy, felt like they are on display, too isolated, and too quiet (Olivet University)
  • 53% of employees felt discriminated against by their superior, 61% of which were women (CareerAddict.com)
  • 25% of employees felt discriminated against because of their gender, 76% of which were women (CareerAddict.com)
  • 59% of male employees believe everyone has a fair chance to advance at their company, compared to 43% of female employees (Clutch)
  • 76% of companies have tools to help employees gain self-awareness (The Predictive Index)
  • 55% of companies that use tools to build employee self-awareness surpassed their goals, and only 38% of companies without these tools surpassed their goals (The Predictive Index)
  • 96% of talent professionals say employee experience is becoming more important (LinkedIn)
  • 68% of companies report employee experience has improved over the past five years (LinkedIn)
  • 52% of employees say their company provides a positive experience (LinkedIn)
  • One in three companies do not regularly act on employee feedback (LinkedIn)
  • 57% of talent professionals say a roadblock to improving employee experience is not having enough people dedicated to it, as well as not enough budget (55%), not enough time (48%), leadership doesn’t prioritize it (43%), and can’t justify the investment (29%) (LinkedIn)
  • 89% of talent professionals say a multi-generational workforce makes a company more successful (LinkedIn)
  • 56% of companies say they’ve recently updated policies to appeal to a multi-generational workforce (LinkedIn)
  • 43% of U.S. workers are satisfied with their financial situation (WTW)
  • One in three professionals say work flexibility would increase their job satisfaction and morale, and almost 30% say it would increase their overall productivity or efficiency at work (Deloitte)
  • More than one out of ten lonely workers say their work is often lower quality than it should be (Cigna)
  • Employees report feeling less lonely when they can be their true selves at work and when their employers promote good work-life balance (Cigna)
  • 32% of male employees agree they feel abandoned by coworkers when under pressure, compared to 23% of females (Cigna)
  • 32% of male employees are more likely to report feeling alienated from coworkers compared to 25% of women (Cigna)
  • 60% of men and 56% of women report having a best friend at work, 51% of men and 44% women spend time socializing with colleagues outside of work, and 43% of men and 34% of women agree that in larger numbers they have to hide their true selves at work (Cigna)
  • Gen Z employees (42%) are more than twice as likely as Baby Boomers (18%) to say they often feel abandoned by their coworkers when under pressure at work and can also feel alienated (Cigna)
  • 54% of Gen Z in the workplace often feel emotionally distant from the people they work with, compared to 28% of Baby Boomers (Cigna)
  • 55% of Gen Z report feeling disconnected from others at work, while just 27% of Baby Boomers say the same (Cigna)
  • 54% of Gen Z feel the need to hide their true selves when they go to work, compared with 47% of Millennials, 39% of Gen X and 26% of Baby Boomers (Cigna)
  • 64% of newer employees (those who have been in their current position for less than six months) vs. 40% of employees of 10+ years are likely to report a lack of companionship (Cigna)
  • 83% of people feel their relationships with coworkers are excellent, very good or good (Cigna)
  • 80% of people feel satisfied with the relationships they have at work (Cigna)
  • 52% of people somewhat agree they are satisfied with the relationships they have at work, and 27% strongly agree (Cigna)
  • 74% of people agree they have social companionship at work or a sense of camaraderie in their workplace (75%) (Cigna)
  • 71% of people report having a group of friends at work, and 58% say they have a best friend (Cigna)
  • 35% of people report feeling a general sense of emptiness and 37% a disconnection from others in their workplace (Cigna)
  • 11% of employed Americans say they never interact with people through in-person conversations or meetings at work (Cigna)
  • 61% of employed Americans get in-person interaction for less than an hour to up to two hours per day (Cigna)
  • People getting the right amount of in-person interaction at work, by their own standards, are less lonely (44.2) than those either crave more interaction (49.4) or hope for less (48.9) (Cigna)
  • 60% of people agree that using technology at work helps them feel more connected and establish meaningful relationships, and 56% acknowledge it reduces the in-person interaction they have (Cigna)
  • 54% of remote workers always or sometimes feel their relationships at work are not meaningful vs. 45% of those who work in an in-person office environment (Cigna)
  • Entry-level and senior executives are the two most likely groups to report always or sometimes feeling there is no one they can turn to (51% vs. 57%), not feeling close to anyone (53% vs. 56%), and that no one really knows them well (65% vs. 70%) (Cigna)
  • Entry-level employees report the highest loneliness score (48.3), followed by senior executives (46.6), and Non-C-suite executives (45) (Cigna)
  • Low-income workers are most likely to report negative thoughts about their workplace (Cigna)
  • 49% of employed Americans say their productivity all or most of the time is higher than most workers who have a similar type of job, and another 32% feel they are more productive some of the time (Cigna)
  • 41% of employed Americans want a work environment where employees are encouraged to have a work-life balance (Cigna)
  • 95% of Gen Z and 93% of Millennial employees would be willing to automate parts of their job (Zapier)
  • Roughly 7 in 10 Gen Z and Millennial employees say they constantly check their work communication tools outside of work (Zapier)
  • 66% of Gen Z and 57% of Millennial employees say they expect their teammates to respond to them outside of work hours (Zapier)
  • 69% of Gen Z and 73% of Millennial employees have experienced periods of decreased work productivity due to job burnout (Zapier)
  • 65% of Gen Z and 73% of Millennial employees say their job is a key component of their personal identity (Zapier)
  • 76% of workers report being either satisfied or very satisfied with their work schedules (TSheets)
  • 56% of workers said their employer or manager generally determines their work schedules (TSheets)
  • 32% of workers say they can generally choose their schedules, and 12% say their schedules are determined by their clients or customers (TSheets)
  • Employees who work 5-8-hour shifts are the highest percentage of those who are satisfied with their schedules (TSheets)
  • Employees ranked prioritizing their health and sleep as the most important to them in their work schedules (TSheets)
  • Nearly one in five workers believe their schedule negatively impacts their health (TSheets)
  • 41% of workers would choose a different work schedule if they could (TSheets)
  • 45% of workers say their work schedule fits their preferred sleeping schedule very well (TSheets)
  • 58% of low-income workers are satisfied with their jobs when it comes to having stable and predictable hours (TSheets)
  • 45% of employees say leadership is minimally or not at all committed to improving company culture (Achievers)
  • 23% of employees say leadership is “more than” or “very” committed to improving company culture (Achievers)
  • 31% of HR leaders say their organizations have the culture they need to drive future business, and 21% say their employees deeply trust company leaders (Achievers)
  • 8% of employees say senior leadership is very committed to improving company culture, spearheading employee experience initiatives (Achievers)
  • 15% of employees say senior leadership has more than average commitment to improving company culture, always supporting internal culture/employee experience initiatives (Achievers)
  • 32% of employees believe senior leadership has an average commitment to improving company culture and is reactive but not proactive to employee experience needs (Achievers)
  • 33% of employees believe senior leadership is minimally committed to improving company culture as there is no action being taken (Achievers)
  • 12% of employees say senior leadership is not at all committed to improving company culture and have never heard them talk about it (Achievers)
  • 46% of employees only feel moderately valued by superiors (Achievers)
  • 30% of employees feel not very or not at all valued by superiors (Achievers)
  • 53% of employees only feel moderately valued by colleagues (Achievers)
  • 9% of employees said their company/manager is awesome at acting on feedback, 24% said pretty good, 44% said okay, and 23% said horrible (Achievers)
  • 80% of employers believe employees are treated with dignity and respect at their organization regardless of job, role, or level; 65% of employees feel the same (WTW)
  • 70% of employers recognize that workplace dignity is important to their current success and 94% say that workplace dignity will be important to their success over the next three years (WTW)
  • Half of employees agree that senior leaders at their organization have a sincere interest in their wellbeing compared with 86% of employers (WTW)
  • 46% of employees believe their organization currently makes it possible for employees to have a healthy integration of work and personal life, while 65% of employers hold this view (WTW)
  • 34% of employers report their organization lacks the desired levels of balance and representation among gender, race, ethnicity, sexual orientation, disability, veteran status, etc. (WTW)
  • 25% of organizations indicate that employees are not held accountable for their actions (WTW)
  • 19% of companies report that leaders and/or other employees isolate some employees, and bias in the organization contributes to this issue (WTW)

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Topics: Employee Engagement + Loyalty, Benefits Trends

Ashley Autry

Written by Ashley Autry

Ashley Autry is a Marketing Professional at Access Development. She's an expert proofer, gatherer of loyalty stats, research guru, writing queen, and overseer of various marketing projects.