US Employee Pulse November 2017

US Employee
Pulse November 2017

Qualtrics Global Employee Pulse is a quarterly study that looks at drivers of employee attitude, behavior and wellbeing. Each quarter, we survey more than 5,000 employees across different geographies, demographics, and industries to tell us about their experiences at work. Our goal is to help individuals and organizations across the globe create exceptional employee experiences by showing them what they can do to build more enjoyable, productive and attractive places to work.

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Section 1

How engaged are US workers?


of workers in the US are engaged, compared to 48% in the UK, 56% in Australia, and Hong Kong with a country low of 42%

In the us, men were more engaged than women

Employee Experience powered by Qualtrics iQ

Using Qualtrics’ Drive iQ technology, we found the top 3 drivers of employee engagement in the US were:


How happy employees were with their work life balance


How well their manager does at giving them opportunities to try new things


The level of trust an employee feels amongst team members

Gunnar Schrah

Principal Consultant, Employee Experience

Work-life balance has a strong impact on critical outcomes like engagement and intent to stay. Given organizations' increasing staffing shortages, pressure to do “more with less,” and always-on technologies, we predict work-life balance will continue to grow in importance.

Work-life balance is not traditionally a core component to engagement surveys, but our research suggests it should be included. Organizations and managers should pay attention to resource, process, structural, technology and cultural factors. These impact work hours and schedules, and more importantly, they affect worker’s perceptions of control to balance work and non-work life.

Section 2

Attrition and the War for Talent


of U.S. employees reported having a way to provide feedback about their own employee experience.

While being able to give feedback is important (workers who are given more frequent opportunities to provide feedback about their experience are less likely to leave) not everyone thinks their company actually turns feedback into positive action.


of U.S. employees said their feedback is acted upon by their employer.

Workers who say their employer acts on their feedback are



to stay with the company than employees who don’t think their feedback changes anything.

How to build a culture of feedback

Download our free eBook to find out how to start collecting and acting on feedback in your company

Download the eBook

Section 3

Attrition and retention

Strong management affects retention

of employees say their manager consistently acknowledges them for good work

of employees say their manager is effective at helping resolve work-related issues

of workers say their manager effectively helps them manage their workload

Employees who indicated they have managers who consistently acknowledge them for good work are



to stay in the company

Employees with managers who consistently help them manage their workload are



to stay in the company

Gunnar Schrah

Principal Consultant, Employee Experience

Regular recognition and supervisory support in the form of identifying and removing roadblocks as well as balancing workload demands are fundamental aspects of an engaged workplace. As it turns out, direct managers can impact these areas with minimal investment of time and resources. Making a point to observe, evaluate and recognize employee contributions on a regular basis or even encouraging team member recognition can go a long way towards making employees feel valued.

Conducting regular check-ins with employees on their progress towards goals and collaborating on strategies and tactics to deal with obstacles can empower employees to resolve issues on their own. From a bigger picture standpoint, progressive organizations are reaping the rewards of a continual performance management approach whereby employees are provided with regular feedback and an opportunity to revisit goals in light of evolving priorities and challenges.

Who are the employees with the highest attrition and retention rates?

People looking to leave their company

People likely to stay with their company

Work in Financial Sector

Work in IT or Public Services Sectors

Say their company does not effectively turn employee feedback into action

Say their company effectively turns employee feedback into action

Have little or no trust for others on their team

Have a great deal of career advancement opportunity

Little or no trust in senior leadership at their company

Get a chance to try out new tasks of interest in their role

Don’t understand how their role contributes to company objectives

Trust their company’s senior leadership

Are unhappy with work/life balance

Are happy with work/life balance

Section 4

Work-life balance & working relationships

2/3 of US employees indicate that they are happy with their work/life balance,


of employees check their email over the weekend at least most of the time.

of employees say they feel overwhelmed with their amount of work at least most of the time.

Who has the best and worst work-life balance?

IT & Tech

Public sector

Relationships at work are so important

of employees say they trust the people on their team.

of employees express confidence in their company’s senior leaders.

Workers with high confidence in their senior leaders are



to stay at their company for more than 2 years than those who have no confidence.

Millennials - are they really different?

Training and resources aren’t always the answer



of workers say the equipment they are provided at work is good enough to be effective.



of workers say the training they’ve received is good enough to be effective.

Does income matter?

Workers earning $85k per year or more

Workers earning less than $85k per year

30% more likely to say they have opportunities to provide feedback to their employers

Fewer opportunities to provide feedback to their employer

2.5x more likely to say their employer takes action on their feedback

Less likely to say their employer acts on their feedback

2x more likely to look forward to going to work

Less likely to look forward to going to work in the morning

2x more likely to be happy with their work/life balance

Less likely to be happy with their current work/life balance

17% report working 50+ hours per week

13% report working 50+ hours per week

Section 5

How the US compares by region

Regions with the most and least satisfied workers

The Lower

The Mountain
West States

Regions where workers are most and least satisfied with work-life balance


The Mountain
West States

Regions where workers have the shortest and longest commute

Pacific States

Lower Midwest

Qualtrics Employee Experience management platform helps companies reduce unwanted attrition, improve the employer’s employee engagement, develop top performers, and build strong teams. To read more original Qualtrics research like this, please visit our Research Center.

What is the Qualtrics Employee Pulse study?

Employee Pulse is our quarterly look at what’s driving employee attitudes, behaviours and wellbeing. Each quarter we run a research study, pulling in the views of 4,696 full-time workers around the world. We’re experimenting with fresh ways to measure Engagement and look beyond just the typical drivers of engagement to understand what companies should be doing to build more enjoyable, productive and attractive places to work.

Countries included in the study

We gathered data from full time workers in the US, the UK, France, Germany, Australia, New Zealand, Malaysia, Singapore and Hong Kong

Industries included in the study

Respondents come from a wide range of industries including finance, healthcare, IT & Tech, Media & Advertising, Utilities, Telecoms, Retail, Public Sector, Travel & Leisure and Manufacturing.

Number of questions