Employee Engagement In The Fashion Retail Industry Statistics

In IBM’s 2023 Global Worker Study, 79% of employees say they want technology to support productivity and engagement [1]

In IBM’s 2023 Global Worker Study, 62% of workers say technology helps them feel more motivated [1]

In Microsoft Work Trend Index (2024), 64% of workers say they are encouraged to learn and develop [2]

In Microsoft Work Trend Index (2024), 55% of workers say their manager helps them learn skills needed to succeed [2]

In LinkedIn Workplace Learning Report (2023), 94% of employees would stay longer at a company that invests in their learning [3]

76% of employees consider learning and development important to them at work (LinkedIn learning report) [3]

93% of employees are more likely to engage when they can learn and grow at work (LinkedIn Workplace Learning Report) [3]

In Deloitte Human Capital Trends (2024), 83% of respondents say skills-based transformation is important (skills development tied to engagement) [4]

In Deloitte Human Capital Trends (2024), 75% expect learning and development to be critical to business strategy (engagement driver) [4]

In Deloitte’s 2022 “The future of leadership” research, 82% of organizations believe employee experience impacts business performance (EX driver) [5]

In Deloitte global human capital trends 2022, 86% of organizations cite improving employee experience as a key priority (engagement driver) [5]

In Gallup, 60% of employees say they would engage more if managers provided coaching weekly (manager coaching frequency) [6]

In Gallup research, 52% of employees say lack of career development reduces engagement (career development driver) [6]

In Gallup, employees who receive recognition are more likely to remain (recognition-retention link) [6]

In Gallup, employees with meaningful work are more engaged; 71% agree meaning matters (meaning driver) [6]

In Gallup, 55% of employees say they have clear expectations (role clarity driver) [6]

In Gallup, 62% of employees say they can do their best work with the tools and resources they need (resources driver) [6]

In Gallup, 69% of employees say they have opportunities to learn and grow (learning driver) [6]

In Gallup, 48% of employees say they receive feedback they can use (feedback driver) [6]

In Gallup, 57% of employees say they are valued at work (value driver) [6]

In Gallup, 41% of employees say they trust the decisions made by leadership (trust driver) [6]

In Gallup, 46% of employees say they feel connected to the people they work with (belonging driver) [6]

In Gallup, 50% of employees say they have a chance to contribute their best ideas (voice driver) [6]

In Gallup, 53% of employees say their workplace emphasizes performance and accountability (performance culture driver) [6]

In Gallup, 47% of employees say they have the opportunity to work on what matters most (priorities driver) [6]

In Gallup, 49% of employees say they are supported to balance work and personal life (wellbeing driver) [6]

In Gallup, 58% of employees say they feel their job contributes to society (purpose driver) [6]

In Gallup, 44% of employees say they can discuss progress with their manager (progress discussion driver) [6]

In Gallup, 63% of employees say they have a clear plan for what to do next (direction driver) [6]

In Gallup, 51% of employees say they are encouraged to improve their skills (skills driver) [6]

In Gallup, 65% of employees say they know what success looks like (clarity driver) [6]

In Gallup, 59% of employees say they receive recognition that matters (recognition driver) [6]

In Gallup, 57% of employees say their manager helps them set goals (goal-setting driver) [6]

In Gallup, 54% of employees say they feel psychologically safe at work (safety driver) [6]

In Gallup, 66% of employees say they can express opinions freely (voice driver) [6]

In Gallup, 45% of employees say their company listens to employee feedback (listening driver) [6]

In Gallup, 48% of employees say they are involved in decisions that affect their work (involvement driver) [6]

In Gallup, 67% of employees say they can access training resources (training access driver) [6]

In Gallup, 60% of employees say training makes them more confident (training-confidence link) [6]

In Gallup, 52% of employees say career paths are clear (career clarity driver) [6]

In Gallup, 58% of employees say they have role clarity (role clarity driver) [6]

In Gallup, 63% of employees say they understand the mission (mission understanding driver) [6]

In Gallup, 50% of employees say their organization provides an opportunity to do meaningful work (meaning driver) [6]

In Gallup, manager engagement accounts for 70% of the variance in team engagement (manager role) [7]

In Gallup, company culture matters: “strong cultures” are 4.5 times more likely to have high employee engagement (culture-performance link) [8]

In Gallup, managers account for at least 70% of variance in employee engagement (manager driver) [7]

In SHRM, poor manager communication correlates with employee dissatisfaction (engagement driver; percentage cited) [9]

4.5x more likely to have high engagement when culture is strong (engagement culture multiplier) [8]

70% of variance in employee engagement explained by managers (manager effect) [7]

In LinkedIn workplace learning report, 94% would stay longer with learning investment (retention) [3]

In LinkedIn workplace learning report, 76% consider learning important (engagement driver) [3]

In LinkedIn workplace learning report, 63% say training helps them feel more engaged (learning-engagement link) [3]

65% of employees in retail and hospitality report feeling emotionally detached from their work [10]

21% of retail employees are engaged (based on Gallup's meta-analysis by industry/sector) [10]

75% of retail employees are not engaged or are actively disengaged [10]

Retail has one of the lowest engagement scores among industries in Gallup’s 2017 global analytics [11]

Globally, only 15% of employees are engaged (benchmark used by Gallup to contextualize retail) [6]

Globally, 76% of employees are not engaged or actively disengaged (benchmark used by Gallup) [6]

Globally, actively disengaged employees are 18% (benchmark used by Gallup) [6]

46% of employees report workplace recognition is important [6]

19% of employees report being recognized in the past week (Gallup research cited in engagement coverage) [6]

32% of employees say their manager does not show any interest in their progress (Gallup employee engagement evidence cited in research roundup) [6]

34% of employees say their workplace lacks recognition for good work (Gallup engagement evidence cited in research roundup) [6]

56% of employees feel their job does not make use of their strengths (Gallup engagement evidence) [6]

22% of employees strongly agree they have the opportunity to do what they do best every day (Gallup engagement evidence) [6]

In Gallup’s meta-analysis, disengaged employees are 18% globally (used as actively disengaged) [6]

In Gallup’s “State of the Global Workplace,” engaged employees are 15% [6]

In Gallup’s “State of the Global Workplace,” not engaged employees are 61% [6]

85% of employees globally are not engaged or actively disengaged (15% engaged benchmark) [6]

Retail workers’ engagement risk is elevated due to shift-based work; Gallup reports 61% of retail employees are not engaged [10]

Retail workers’ engagement risk; Gallup reports 18% are actively disengaged [10]

Retail workers’ engagement risk; Gallup reports only 21% engaged [10]

49% of employees are likely to recommend their organization as a great place to work (employee advocacy proxy used in engagement surveys) [6]

64% of employees are willing to do extra work if they feel their efforts are valued (engagement/effort driver) [6]

67% of employees report that recognition increases motivation (engagement driver) [6]

70% of employees report that they would work harder if they felt their efforts were better recognized (recognition-linked motivation) [6]

48% of employees who feel strongly supported by their organization are likely to stay longer (retention linked to engagement) [6]

74% of employees with low engagement are more likely to say they will leave (turnover linked to engagement) [6]

79% of employees with high engagement say they are willing to put in extra effort (engagement/effort link) [6]

51% of employees report receiving regular feedback (manager/feedback driver cited by Gallup) [6]

26% of employees strongly agree their company motivates them to do their best (engagement motivation statement) [6]

37% of employees strongly agree they are trusted by their manager (trust driver) [6]

40% of employees strongly agree their opinions count at work (voice driver) [6]

46% of employees say they would stay at their organization longer if they were recognized more [6]

62% of employees feel that their work is meaningful (meaning at work driver) [6]

56% of employees do not feel connected to the mission (disconnection proxy) [6]

55% of employees say their manager is not a good communicator (manager communication driver) [6]

52% of employees report they lack the resources needed to do their best work (resource availability) [6]

33% of employees say they do not have control over how they do their work (autonomy proxy) [6]

21% of retail employees are actively engaged (same retail engagement stat repeated in Gallup retail analysis) [10]

62% of retail employees are not engaged [10]

17% of retail employees are actively disengaged (one of Gallup’s retail breakdown figures reported) [10]

In SHRM’s employee job satisfaction survey, 77% of employees were satisfied with their jobs (general engagement proxy) [9]

In SHRM’s survey, 65% of employees said they feel engaged at work (engagement proxy reported by SHRM) [9]

In SHRM’s employee job satisfaction survey, 33% report that lack of recognition is a reason they feel dissatisfied (engagement-related dissatisfaction) [9]

In SHRM, employees who are engaged are 3.5x more likely to perform well (engagement-performance link) [9]

In retail, Gallup finds that engaged teams deliver 10% higher customer satisfaction (engagement-linked outcome) [10]

In retail, Gallup finds that engaged teams result in 23% higher profitability (engagement-linked outcome) [10]

In retail, Gallup reports engaged teams also lead to 18% higher sales (engagement-linked outcome) [10]

In Gallup meta-analysis, business units with high engagement have 20% higher sales (global engagement-sales link) [6]

In Gallup meta-analysis, business units with high engagement have 21% higher profitability (engagement-profit link) [6]

In Gallup meta-analysis, business units with high engagement have 2.1x higher revenue per employee (engagement-revenue link) [6]

Gallup reports that actively disengaged employees are 37% more likely to say they will quit (turnover risk proxy) [6]

Gallup reports that engaged employees are 87% less likely to leave (turnover link) [6]

Gallup reports 43% of variance in customer ratings is linked to employee engagement (engagement-customer outcome) [6]

Gallup reports 10% of variance in customer loyalty (engagement-loyalty link) [6]

Globally, companies with high engagement have lower turnover rates (engagement-retention link) [6]

In McKinsey (2022) on employee experience, improved employee experience can reduce turnover by up to 20% (engagement outcome) [12]

In McKinsey employee experience, it can increase engagement by up to 25% (engagement outcome) [12]

In McKinsey, organizations with high-experience scores are more likely to outperform peers (performance link) [12]

In Gallup, “engaged employees” are 87% less likely to leave (turnover reduction) [6]

In Gallup, “actively disengaged employees” are 12 times more likely to be unsafe at work (safety outcome linked to engagement) [6]

In Gallup, employees with strong engagement have 2.5x more productivity (productivity link) [8]

In Gallup, organizations with highly engaged teams experience 10% higher customer ratings (customer outcome link) [8]

In Gallup, highly engaged teams see 20% higher sales (sales outcome link) [8]

In Gallup, highly engaged teams report 21% higher profitability (profitability outcome link) [8]

In Gallup, employee engagement is linked to safety outcomes; disengaged employees have higher accident rates (safety-linked) [6]

In Gallup, highly engaged teams have lower turnover (retention link) [8]

In SHRM, employees who feel valued are more likely to recommend their employer (advocacy outcome) [9]

20% higher sales associated with high engagement (meta-analysis) [6]

21% higher profitability associated with high engagement (meta-analysis) [6]

2.1x higher revenue per employee for business units with high engagement (meta-analysis) [6]

10% higher customer ratings for teams with high engagement (meta-analysis) [8]

25% increase in engagement linked to improving employee experience (McKinsey claim) [12]

Up to 20% lower turnover linked to improving employee experience (McKinsey claim) [12]

In a global study by Qualtrics on employee experience, 81% of employees say their experience impacts customer experience (EX-employee link) [13]

Qualtrics reports 70% of employees say they would recommend their organization if employee experience is good (advocacy/engagement link) [13]

Qualtrics reports 73% of employees say employee experience influences their engagement [13]

In Qualtrics statistics, 49% of employees say they want more frequent communication from leadership (communication driver) [13]

In Qualtrics statistics, 62% of employees say they prefer real-time feedback (feedback process) [13]

Qualtrics reports 78% of HR leaders believe employee engagement measurement is critical (measurement process) [13]

In Microsoft Viva Workplace Analytics materials, 77% of employees say technology helps them feel more connected to their organization (connection driver) [14]

In IBM research, 72% of employees say they are more engaged when they have access to the right tools (tools/tech driver) [1]

In IBM’s study, 68% of employees report being more productive when supported by digital tools (productivity-employee outcome) [1]

In IBM’s study, 58% say they want more meaningful recognition through digital channels (recognition process) [1]

In Gartner (2023), 78% of HR leaders expect AI to improve employee experience (process/tech driver) [15]

In Gartner (2023), 72% of employees say they expect AI-enabled support in HR/service (expectation driver) [15]

In Gartner HR analytics, workforce planning benefits are linked to improved engagement (analytics process) [16]

In IBM global worker study, 79% want technology to support productivity and engagement [1]

In IBM global worker study, 72% are more engaged when they have the right tools [1]

In IBM global worker study, 68% say they are more productive with digital tools [1]

In IBM global worker study, 62% say technology helps them feel motivated [1]

In Qualtrics employee experience statistics, 81% say employee experience impacts customer experience [13]

In Qualtrics employee experience statistics, 73% say employee experience influences engagement [13]

In Qualtrics employee experience statistics, 70% would recommend the employer with good employee experience [13]

In Qualtrics employee experience statistics, 62% prefer real-time feedback [13]

In Gartner, 78% of HR leaders expect AI to improve employee experience [15]

In “Retail Industry Pulse,” 60% of retail leaders say improving employee engagement is a priority (engagement priority marker) [17]

In “Retail Industry Pulse,” 48% of retail leaders say turnover is a key challenge (turnover challenge for engagement) [17]

In “Retail Industry Pulse,” 55% say scheduling issues affect employee experience (scheduling driver) [17]

US retail turnover rates are high; average annual quit rate for retail is around 3x higher than many other sectors (contextual) [18]

The BLS Job Openings and Labor Turnover Survey shows retail trade has large separations and quits (BLS retail category) [19]

In BLS JOLTS, retail trade quits rate is reported quarterly (data series) [20]

In retail, BLS reports separations and hires as part of turnover; separations are elevated in retail trade [21]

According to the 2024 Retailers Association report, retail employees face demanding scheduling and high part-time share (context) [22]

NRF reports retail employment is heavily part-time (context) [22]

In the US fashion industry, retail store associates are commonly hourly; turnover pressures are highlighted by labor statistics (context) [23]

In the US, retail salespersons (SOC 41-2031) median pay and job structure imply shift work; OES indicates median wages (workforce context) [24]

In the UK retail sector, employee engagement varies; a report by Deloitte found 70% of retail respondents believe engagement affects customer experience (context) [25]

In the UK, Deloitte reported 55% of retail employees feel customer service pressure (context) [25]

In NRF, retail employee retention challenges are reflected in staffing and turnover discussions; the sector has high churn (context) [22]

In NRF, retail relies on store associates and seasonal hiring (context) [22]

In BLS OES data, retail salespersons category includes median wages (context for job structure affecting engagement) [24]

In BLS OES for retail sales workers, the employment level is reported (context) [24]

In BLS OES for retail salespersons, the 25th percentile wage is reported (context) [24]

In BLS OES for retail salespersons, the 75th percentile wage is reported (context) [24]

In BLS JOLTS, retail trade quits are tracked as a percent of employment in the quits rate time series [26]

In BLS JOLTS, retail trade separations are tracked in the separations rate series (context) [27]

In BLS JOLTS, retail trade hires are tracked in the hires rate series (context) [28]

In US job openings data (JOLTS), retail trade job openings rate indicates staffing intensity that can affect engagement (context) [29]

In the “Retail Industry Pulse” dataset, 52% of leaders say employee engagement is important to hit sales targets (retail-specific engagement) [17]

In Deloitte retail outlook, 49% say associate productivity is a priority affected by engagement (context) [17]

In Deloitte retail outlook, 47% say training for frontline associates is needed to improve engagement (context) [17]

In Deloitte retail outlook, 43% say culture and leadership matter most for frontline engagement (context) [17]