Employee experience (EX) has become a defining factor in a competitive job market. Companies that create positive experiences attract skilled professionals, build stronger engagement, and retain talent longer.
This article highlights key employee experience statistics from 2023 through 2025, with a focus on data from the United States. Each data point is drawn from credible research sources to provide insight for HR professionals, executives, job seekers, and journalists.
The sections explore the current state of employee experience, its impact on hiring and retention, and how work-life balance and well-being shape satisfaction. They also examine the influence of diversity, equity, and inclusion (DEI), along with changes driven by remote and hybrid work. These insights reflect trends across industries and reveal how employee expectations continue to shift through 2023, 2024, and 2025.
10 most interesting employee experience statistics
- Only 31% of U.S. employees were engaged at work in 2024 — the lowest in a decade — while 17% were actively disengaged.
- Disengaged employees worldwide cause $8.8 trillion in lost productivity, equivalent to 9% of global GDP.
- 49% of employees say their organization fails to deliver the experience it promised.
- 66% of employees reported being burned out in 2025 — up sharply from 43% in 2022.
- 83% of workers now prefer hybrid work, and 98% of remote workers want to continue working remotely at least some of the time.
- Companies requiring full-time office attendance see double the voluntary turnover (16%) compared to flexible organizations (8%).
- 75% of employees say they don’t feel they truly belong at their workplace.
- 69% of employees would work harder if they felt their contributions were better recognized.
- Only 38% of employees understand how their pay is calculated.
- Companies in the top quartile for gender or ethnic diversity are 39% more likely to outperform financially.
Employee experience statistics in the US (2024/2025)
Understanding how employees feel about their work is like taking a company’s pulse. Recent data highlights major gaps in engagement and alignment between what employees expect and what they actually experience.:
U.S. employee engagement hits a low: Only 31% of U.S. employees were engaged at work in 2024, marking the lowest level in ten years. At the same time, 17% were actively disengaged. Engagement in the U.S. has steadily declined since reaching 36% in 2020, signaling a worrying trend of employee detachment. This drop reduces productivity and morale, especially among younger workers, and highlights the urgency for organizations to re-engage their people.
Source: Gallup
The cost of disengagement: Low engagement isn’t just an HR issue; it has a major economic impact. Disengaged employees worldwide account for an estimated $8.8 trillion in lost productivity, equal to roughly 9% of global GDP. This staggering figure is a wake-up call for businesses to invest in employee engagement initiatives. A workforce that lacks motivation and connection can severely reduce performance and limit innovation across the organization.
Source: Gallup
Expectation vs. reality gap: Nearly 49% of employees say their organization fails to deliver the experience they were promised. During the pandemic, many companies emphasized empathy, flexibility, and support, which raised expectations. As workplaces stabilize, many employees feel disappointed. Only about 51% feel their employer lives up to its word on providing a great employee experience. This gap can lead to frustration and cynicism, indicating that companies must follow through on culture and EX promises made to recruits and staff.
Source: Kincentric
Flexible work is here to stay: 83% of workers prefer a hybrid work setup that combines remote and in-person work. This means most employees now want flexibility in where they work. The trend reflects how important work-life balance has become. Employees have seen the benefits of remote work and now seek the “best of both worlds”—the collaboration and social perks of the office, along with the autonomy and comfort of working from home. Organizations that ignore these preferences risk losing talent to more flexible competitors.
Source: Zoom
Prioritizing employee preferences: A recent survey shows that 84% of employee experience (EX) professionals consider supporting employees’ work preferences a top business priority. Remote, hybrid, and in-office options are all seen as essential to success. Companies are investing in digital tools and workplace policies that make flexible arrangements possible. The message is clear: listening to employee preferences is now a core part of business strategy for the years ahead.
Source: Zendesk
Stats on employee experience impact on talent acquisition and retention
A positive employee experience keeps current staff satisfied, attracts new talent, and lowers turnover. In a competitive job market, companies recognize that how employees feel at work directly influences their ability to recruit and retain people.
Engagement reduces turnover: Companies with highly engaged employees see 51% lower turnover than those with low engagement. Research shows that when employees are enthusiastic and involved in their work, they are far more likely to stay, especially in industries with high turnover. Fostering a culture of engagement through recognition, growth opportunities, and strong management can greatly improve retention and save millions in recruitment costs.
Source: Gallup
Retention is a top HR priority: 70% of HR leaders say employee retention is their key concern for the next few years. After the Great Resignation of 2021 to 2022, companies have become more focused on keeping their people. In fact, retention challenges peaked during that period. In 2022, 66% of HR leaders reported difficulty keeping employees. But by 2024, that number dropped to 41% as labor market pressures eased. Even so, most HR leaders agree that keeping skilled employees is just as important as attracting new ones.
Source: Grant Thornton, The Conference Board
Job-hopping remains common: Employee mobility is high. In 2024, 27% of workers are actively seeking new jobs, up from 23% the previous year. This aligns with other findings that show nearly seven in ten employees changed or considered changing jobs within a year. Many employees continue to seek better opportunities, higher pay, or more fulfilling roles, meaning employers must continuously earn their loyalty. High turnover or “quiet quitting” trends signal that if the employee experience falters, people won’t hesitate to move on.
EX drives engagement and loyalty: Employees who report a positive employee experience are 68% less likely to consider leaving their jobs. A strong workplace experience can transform engagement and retention. When employees feel valued, supported, and connected to their company’s purpose, their engagement soars – and with it, their likelihood to stay. Highly engaging cultures often see boosts in productivity, customer service, and even profitability.
Source: SHRM
Demand for pay transparency: Only 38% of employees understand how their compensation is calculated. Compensation is a core part of the employee experience, and workers expect openness and fairness in how it is managed. This involves explaining how salaries are set and, in some cases, sharing pay ranges. A lack of transparency can create mistrust or perceptions of inequity. Companies that embrace open conversations about compensation can strengthen trust and show employees they are valued equitably.
Source: Beqom
Statistics on work-life balance and employee well-being
Achieving work-life balance has become a decisive factor in overall job satisfaction and performance. Over the past few years, employee burnout and stress have risen, making well-being initiatives more critical. The following statistics highlight how work-life balance and wellness connect to overall employee experience:
Good WLB boosts discretionary effort: When employees feel they have a good work-life balance, 63% are willing to go above and beyond in their role. In comparison, only 29% of those with poor balance would do the same. This demonstrates that supporting personal needs benefits both employees and the organization. Companies that promote reasonable working hours, flexibility, and adequate time off gain a more motivated and productive workforce ready to contribute extra effort.
Source: Qualtrics
Burnout reaches new highs: Employee burnout has surged recently. One study found the incidence of burnout jumped from 43% of employees in 2022 to 62% in 2023. Another found nearly two-thirds (66%) of employees reported being burned out in 2025, a significant increase over the prior year. This growing problem reflects the strain of ongoing stress and uncertainty across workplaces. Burnout harms both employee well-being and organizational performance. It contributes to higher absenteeism, reduced productivity, and increased turnover. Employers can help reduce burnout by managing workloads more carefully, offering mental health resources, and setting fair expectations.
Rising stress levels: Work-related stress continues to climb. 43% of workers say their stress levels increased in the past year. This finding confirms that for many, the pressure of work is intensifying rather than easing. Economic concerns, layoffs, hybrid work adjustments, and personal challenges such as childcare or health issues all add to this strain. Employers should acknowledge that nearly half of their staff may be experiencing greater anxiety. They need to introduce stress-reduction measures like wellness programs, clearer priorities, and better access to support resources to help prevent burnout.
Source: Owl Labs
Inefficient processes fuel burnout: 38% of employees feel at risk of burnout due to inefficient work processes. Chaotic workflows, bureaucracy, and outdated technology can be just as exhausting as long hours. The report reveals that complicated systems and excessive tool usage result in more than a third of workers experiencing emotional exhaustion. Streamlining processes and choosing user-friendly tools can strengthen the employee experience. Removing daily frustrations improves well-being and allows people to focus on meaningful work.
Source: Qualtrics
Work-life balance and well-being aren’t just buzzwords. These findings show their clear impact on engagement, productivity, and retention. Companies that take active steps to prevent burnout and support a healthy balance tend to have happier, more resilient, and loyal employees.
Diversity, equity, and inclusion (DEI) in employee experience
A genuine commitment to DEI has become a foundation of a positive employee experience. People want to feel a sense of belonging at work and know their employer values diversity. The presence or absence of DEI efforts strongly influences morale, innovation, and a company’s reputation. Consider the following statistics:
DEI matters to the new generation: 77% of Gen Z candidates say a company’s commitment to diversity and inclusion is important when deciding on a job. Younger workers (and many Millennials) actively seek employers that prioritize inclusivity and representation. Companies that fail to show visible investment in DEI risk losing access to a large pool of emerging talent. To attract and retain Gen Z, organizations need to show genuine dedication to diversity and inclusion through their values, policies, and workforce.
Source: Eagle Hill Consulting
Diversity links to better performance: Companies with diverse leadership financially outperform those without. Specifically, those in the top quartile for gender diversity on their executive teams are 39% more likely to have above-average profitability. Similarly, top-quartile companies for ethnic/cultural diversity outperform by 39%. These results demonstrate a clear business advantage: varied perspectives and inclusive decision-making drive innovation and stronger financial outcomes. Diversity isn’t just a “social good” – it’s a strategic advantage that correlates with higher earnings.
Source: McKinsey
The cost of not belonging: Despite DEI efforts,75% feel they do not truly belong in their workplace. This sense of disconnection often leads to lower performance and higher turnover. Research shows that feeling excluded or like an outsider directly reduces engagement and well-being. Employers should recognize that diversity alone is not enough. Inclusion must be an active part of workplace culture to ensure everyone feels valued. Without it, organizations risk losing the very people they aimed to attract.
Source: EY
Diversity and inclusion have become non-negotiable aspects of the employee experience. They influence who wants to work for you, how well teams perform, and how motivated people feel to stay. Organizations that excel in DEI act with integrity and set themselves up for long-term success.
Employee experience data in the remote/hybrid work era
The rise of remote and hybrid work has changed how employees engage with their organizations. Flexibility brings both advantages and challenges for the overall employee experience. Here are key statistics that highlight how EX is shaped within remote and hybrid environments:
Remote work yields positive experiences: An overwhelming 91% of remote workers report having a positive remote work experience, while only 1% describe it as negative. In the same survey, 98% of workers would like to work remotely at least some of the time for the rest of their careers. These numbers indicate that, when supported with the right tools and culture, remote work can lead to high satisfaction. Employees cherish the flexibility and autonomy it provides, and many have thrived outside the traditional office environment.
Source: Buffer
Productivity remains strong: Many employees report higher productivity outside the office. 69% of managers say their teams are more productive when working remotely/hybrid. Fewer office distractions, time saved from commuting, and the freedom to create a personalized work setup all contribute to this. Productivity should not serve as a blanket reason for mandatory office returns. With the right support and policies, many employees can perform just as well-or better-remotely.
Source: Owl Labs
Addressing isolation in remote teams: Not everything about remote work is rosy. About 23% of remote employees experience loneliness, and 33% say they stay home too often because they have little reason to go out. These connected issues are among the most common struggles highlighted in a report. Working from home can create isolation and cabin fever for many employees. Organizations should take active steps to build connections and community among remote teams. Regular virtual check-ins, occasional in-person meetups, and promoting the use of co-working spaces can help maintain employees’ mental well-being and sense of belonging.
Source: Buffer
Most remote employees feel connected: Despite distance and different time zones, 75% of remote workers feel connected to their colleagues, while 17% do not, and 8% remain neutral or work independently. It is encouraging that most remote employees report positive relationships, likely supported by communication tools and intentional team-building efforts. This indicates that a culture promoting frequent communication, video calls, and inclusivity helps teams stay close despite physical distance. Yet, the one in four who feel less connected highlights the need to continue strengthening team cohesion.
Source: Buffer
On-site mandates can hurt retention: Data suggests that forcing employees back to the office can backfire. Voluntary turnover rates are twice as high for fully on-site workers (16% quit rate) compared to hybrid or fully remote workers (8%). Companies insisting on full-time office attendance report significantly higher resignation numbers. Strict in-person requirements, especially those viewed as unnecessary, can damage employee experience and loyalty. Allowing workers to choose where they work supports retention instead. Only 15% of HR leaders at organizations offering location flexibility reported challenges keeping staff. Flexibility remains one of the strongest ways to retain talent.
Source: The Conference Board
The rower of recognition: An often-overlooked driver of a great employee experience is simple recognition. 69% of employees say they would work harder if they felt their efforts were better recognized. Many workers are motivated not just by pay, but by acknowledgment of a job well done. A lack of recognition is often linked to disengagement and turnover. Employers can easily improve this by building a culture of appreciation through formal programs or simple, everyday praise. It requires minimal investment yet delivers strong returns in productivity and morale.
Source: SHRM
Conclusion and key takeaways
These employee experience statistics from 2023 to 2025 show that a strong employee experience is essential for attracting and keeping top talent. Organizations that invest in their people through engaging cultures, flexible work arrangements, open communication, and genuine inclusion gain a clear competitive advantage. Key insights include:
- Engagement matters: With engagement levels falling in several regions, especially in the U.S., companies need to listen to employees, create growth opportunities, and recognize contributions. Doing so reduces turnover and improves performance.
- Work-life balance and well-being cannot be ignored: Burnout and stress remain high. Employers who manage workloads, encourage rest, and support mental health will see healthier, more loyal, and more productive teams.
- Culture and values drive decisions: Job seekers assess an organization’s reputation and culture, while current employees seek belonging. Inclusive cultures and fair practices, such as pay transparency and regular recognition, are now essential to a company’s brand and results.
- Flexibility is the new norm: Hybrid work is here to stay. Flexibility in where and when people work has become an expectation. Companies that support it while keeping teams connected and careers growing will stand out. Those that resist risk losing talent to more adaptable competitors.
While these statistics provide insight into the state of employee experience, they also serve as a call to action. Companies that act on evolving employee needs and continuously invest in the overall work experience will strengthen well-being and drive long-term success.
