Write a summary about the workplace trends executive. Use the prepwork already provided and done and follow the instructions on how to write the summary

Quantitative Evidence 1

“Older workers offer the most positive assessments of their job. Two-thirds of workers ages 65 and older say they are extremely or very satisfied with their job overall, compared with 55% of those 50 to 64, 51% of those 30 to 49, and 44% of those 18 to 29. “ This shows how younger people today have less enthusiasm to work

Quantitative Evidence 2

“This compares with 8% of White workers, 20% of Hispanic workers and 25% of Asian workers. And while about a quarter of employed women (23%) say they have experienced discrimination because of their gender, only one-in-ten employed men say the same.” 41% of black workers say they have faced discrimination, making it the biggest ethnicity to face racisim.

Evidence 3

“Workers with higher incomes are more likely than those with lower and middle incomes to say they are extremely or very satisfied with their job overall and to say the same about the benefits their employer provides, their opportunities for training and to develop new skills, how much they are paid, and their opportunities for promotion.” They are also valued more because their work affects the company (in good ways,) meaning they are responsible.

Evidence 4

Middle and upper level income workers (80%) say they have paid off time for vacations and other personal issues such as going to the doctor and retirement plans. On the other hand, “Significantly smaller shares of lower-income workers (about two-thirds or fewer) say they have access to these benefits through their employer.” Not all have access to it.

Quantitative Evidence 1

Gallup started doing their Employment Engagement Rate in 2000, the results shown today versus in the 2000’s are very different. “ For the full year of 2023, 33% were engaged, reflecting a slight recent decline. This figure lags behind the annual high -- since Gallup began reporting U.S. employee engagement in 2000 -- of 36% in 2020 and a peak of 40% in late June of the same year. The engagement peak occurred after a decade of steady growth, followed by two years of decline, beginning in the second half of 2021 when it dropped to a 32% low in 2022.

Quantitative Evidence 2

“On a positive note, the percentage of actively disengaged workers has declined from 18% in 2022 to 16% in 2023. Active disengagement -- what we could call “loud quitting” -- reached an all-time low of 13% in 2018 and 2019. In 2023, 50% of employees were not engaged (quiet quitting).” I believe that since the pandemic this has become an issue, but luckily workers are becoming more stable. There are many reasons why this is happening, such as distractions and people not wanting to work as much.

Evidence 3

“As noted above, compared with 2020, employees still feel more detached from -- and less satisfied with -- their organizations and are less likely to connect to the companies’ mission and purpose or to feel someone cares about them as a person.” Workers feel less engaged with their work, which affects their performance and the outcome of the company.

Evidence 4

“Organizational leaders are at a distinct disadvantage in getting work done and meeting customer needs if expectations are not clear. Gallup’s research finds the vulnerability posed by unclear expectations exists across all types of employees in the new workforce. But that vulnerability is particularly acute among hybrid and fully remote workers who have experienced double the decline in knowing what’s expected of them compared with on-site workers whose jobs could be done remotely”

Quantitative Evidence 1

“The EY 2024 Work Reimagined Survey of global employees and employers shows that the 32% of organizations with a more strategic, advantaged people function are 7.8 times more likely to say their company has successfully navigated external pressures, 6.5 times more likely to say productivity has improved significantly in the past two years and 5.8 times more likely to say they are overperforming significantly in the current economic conditions.” Having a strategic decision favors the outcome of any company, plus, it motivates their workers to do their job more effectively.

Quantitative Evidence 2

“Among employees planning to leave their employer in the next 12 months, equal numbers are seeking opportunities in the same sector (26%) as those looking in a new sector (25%). The opportunity for increased total pay (39%) is the main factor attracting them to another job, followed by better job or career advancement opportunities (35%) and better overall wellbeing programs (34%). “ Despite workers being demotivated, they still search for better job opportunity such as a higher pay and a better environment.

Evidence 3

“Leaders should understand the importance of talent health and how it can be influenced by personalized total rewards offerings, skills and learning programs and the ways employees perceive culture.”

Evidence 4

“Of an organization’s health score, 40% is related to culture, with 66% of talent-advantaged organizations saying culture has significantly improved in the last 12 months, compared to just 4% of talent-disadvantaged organizations. Culture is found through the number of respondents who say employees feel trusted and empowered by leaders; who say employees trust their employer and feel supported by them; and who feel leadership cares about employees as people.”

Title and Source

Employee Retention Depends on Getting Recognition Right

Link to Article

https://www.gallup.com/workplace/650174/employee-retention-depends-getting-recognition-right.aspx

Quantitative Evidence 1

“ Longitudinal data from 2022 to 2024 show that well-recognized employees are 45% less likely to have turned over after two years. In 2024, new findings show that the risk of future departures is further reduced when looking at employees currently receiving high-quality praise that fulfills at least four pillars of strategic recognition. These employees are 65% less likely to be actively looking or watching for another job opportunity compared with those receiving lower-quality recognition.”

Quantitative Evidence 2

“At that time, only 19% of senior leaders and managers said employee recognition was a major strategic priority at their organization. By 2024, senior leaders were 50% more likely to strongly agree with the value of recognition (42% vs. 28% in 2022).”

Evidence 3

“More than half (55%) of U.S. employees either do not receive recognition at all or do not receive recognition that satisfies any of the five pillars of strategic recognition. However, employees who receive recognition that meets at least four pillars are nine times as likely to be engaged as employees whose recognition experiences do not fulfill any of the five pillars”

Evidence 4

Strategic Recognition Generates Employee Engagment

• Fulfilling employees recognition expectations

• Authentic

• Personalized

• Equitable

• Embedded in an Organizations Culture

Title and Source

World’s Largest Ongoing Study of the Employee Experience

Link to Article

https://www.gallup.com/workplace/649487/world-largest-ongoing-study-employee-experience.aspx

Quantitative Evidence 1

“Gallup’s meta-analysis uses census data for each organization, averaging response rates of over 80%. This provides more precise estimates of organizational culture across business units and teams inside organizations, which can then be compared with those same teams’ performance and retention rates. “

Quantitative Evidence 2

“Gallup’s research shows that its metric is highly changeable across time when leaders implement the right strategies, communication, manager development and accountability. The best organizations Gallup has studied reach 70% or more engaged employees -- more than three times the global average”

Evidence 3

“Gallup’s decades-long study of workplace culture and business performance provides science-based evidence that leaders can build great companies with great cultures that achieve their financial and societal objectives -- if they create systems that continually improve the quality of managing”

Evidence 4

“These 12 experiences, known as Gallup’s Q12, are linked to performance outcomes and are crucial at every stage of the employee life cycle, from pre-hire interactions and reputation to onboarding, performance management, career progress, and, finally, the exit experience. Gallup’s  Q12 is a high-bar metric, and when organizations show improvement on it, they see tangible value and positive  outcomes.”