U.S. workers feel less connected to their jobs than they did five years ago, and younger employees are feeling the drop most.
Just 31% of U.S. employees were actively engaged at work in 2025, according to Gallup. That matches 2024 levels but remains well below the 36% peak seen in 2020 after years of steady growth.
Each single percentage-point drop represents about 1.6 million workers. Since 2020, the decline adds up to roughly 8 million fewer engaged employees nationwide.
Younger workers see the steepest declines
The biggest losses show up among younger workers. Between 2020 and 2025, engagement fell eight points for Generation Z and younger millennials. Older millennials saw a nine-point drop. Generation X declined by six points, while baby boomers showed no change.
Gallup’s data point to specific trouble areas. Younger workers reported sharp drops in feeling cared about and in having chances to learn and grow at work.
In 2025, just 41% of Generation Z and younger millennials strongly agreed that someone at work cares about them as a person. That’s down from 54% in 2020. Agreement that they had opportunities to learn and grow fell to 37%, down 11 points over the same period.
Older millennials followed a similar pattern, with double-digit drops in both feeling cared about and access to development opportunities.
Basic needs are going unmet
Across all age groups, two engagement factors declined the most since 2020: clarity about what’s expected at work and feeling cared about as a person.
Gallup’s analysis of open-ended survey responses shows communication sits at the center of both problems. More than a third of workers said better communication would help them understand expectations. Others pointed to clearer leadership direction, development opportunities, recognition and workplace culture.
When it comes to feeling cared about, workers again emphasized respect and communication. Pay and benefits mattered too, along with work-life balance and future growth.
Some employees said they want transparency about company goals. Others said they want managers who listen and respond when concerns come up, rather than brushing them aside.
Unclear standards hurt performance
Even leaders struggle with clarity. Less than one-third of leaders strongly agreed they know what exceptional performance looks like in their role. Among managers and individual contributors, that number drops to about one in five.
That lack of clarity matters. Employees who understand what excellence looks like are far more likely to feel engaged. Managers and individual contributors with clear expectations are nearly four times as likely to be engaged. Leaders are nearly three times as likely.
What this means for workplaces
Gallup’s findings suggest that many gains made before the COVID-19 pandemic have stalled or reversed. Younger workers appear especially vulnerable because they rely more on clear expectations, feedback and development early in their careers.
The data point to a simple takeaway: when communication breaks down and expectations blur, engagement follows. Restoring clarity, development and day-to-day support may be key to reversing the slide.
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