Younger employees are at a crossroads. Many feel that their companies are not fully invested in meeting their essential needs, so their level of engagement has declined significantly. Data collected by Gallup indicates that the level of engagement among all employees stagnated at the end of 2023 after reaching a high point in 2020. However, the feeling of detachment from their jobs and organizations is most significant among older millennials (born between 1980 and 1988), whose level of engagement has declined by seven points. This indicates that for every disengaged employee, a little more than two are engaged. While the statistics for employees born later than 1989 were slightly higher, experiencing a five-point decline, these numbers pinpoint a deep level of dissatisfaction in the workplace.

• The percentage of actively engaged baby boomers increased 2 points (34% to 36%)
• Percentage of actively engaged Gen X declined by four points (35% to 31%)
• The percentage of actively engaged older millennials has declined 7 points (39 % to 32%)
• The percentage of actively engaged young millennials and Gen Z has declined 5 points (40% to 35%)

Baby Boomers Remain Engaged in the Workplace
There is a noticeable difference between levels of engagement across generations. Baby boomers have maintained a positive engagement ratio and still find some satisfaction with their jobs. For every disenchanted employee, there are two who are actively engaged. Yet, an increasing number of younger workers feel detached from their organizations and question whether they can find purpose in their current roles.

Reasons Younger Workers Disconnect
Gallup’s poll highlights several reasons younger workers are less engaged and feel disconnected from their employers. Millennials and Gen Z mention that they don’t feel anyone at their job cares about them, and they have few opportunities to learn and grow.

• Don’t feel connected to the company’s mission
• Lack of progressive discussions with managers
• Feel their opinions don’t matter
• Limited opportunities for workplace development

Managers also see little future in their current position. This generation wants to align themselves with organizations with similar values and a purpose they can identify with.

Measuring the 12 Elements of Employee Engagement
Gallup has listed the various levels of support every employee should reasonably expect from their company in “12 elements of employee engagement.” People generally want to feel supported and valued, be given clear expectations and feedback, and be offered opportunities to learn and grow.

Opportunity to Inspire and Retain Younger Workers
Leaders and managers have an opportunity to address the declining engagement and disconnect among younger generations. Every organization must attract, engage, and retain these workers if it is to be viable and competitive. Change happens by establishing a culture that builds trust, creates connections, and promotes growth. Here are several steps Gallup research recommends leaders implement to move the process forward.

• Communicate the organization’s vision, purpose, and values clearly and compellingly. Establish a culture that reflects these aspirations.
• Concentrate on training managers in their job responsibilities since they are less engaged, experiencing burnout, and looking for new positions. Simplify their roles, free them up to coach employees, and have meaningful weekly conversations about goals, accountability, and career opportunities.
• Establish clear expectations about time in and out of the office. This is especially true for younger employees who need development and a mentor to help them feel connected. Create an environment where decisions are made quickly. Set an example that supports innovation, collaboration, and trust.
• Managers should provide personalized learning and development opportunities, recognizing everyone’s strengths, goals, and interests.

Change is a process that only happens over time. However, these measures are designed to increase engagement, loyalty, and retention among younger employees. Managers and leaders who implement these changes will make the company more competitive and successful.