Employee engagement in the US has fallen to a 15-year low. And it's not about salaries
This week, Gallup published fresh data: in the third quarter of 2026, only 29% of American employees described themselves as engaged at work. This is the lowest figure since 2011. Another 18% are actively disengaged, and more than half, 53%, are simply putting in their time. For comparison: in 2020, engagement reached 36%.
The most interesting part is not the overall figure, but what exactly has plummeted the most
The first is clarity of expectations. Only 46% of employees confidently say they know what is expected of them at work. In 2015, that figure was 61%.
The second is the feeling that someone cares about you. Only 37% strongly agree that a manager or someone at work treats them as a person. In early 2020, it was 47%.
Both points are not about bonuses, the office, or perks. These are the most basic things in management: is it clear what is needed from me, and is there someone nearby who actually cares.
Engagement fell most sharply among fully remote workers: down 5 points over the quarter. For hybrid employees, it is down 2 points. For those working in the office or in on-site production, it remains almost unchanged. Gallup suggests that physical distance is gradually turning into psychological distance — especially now, as companies are massively implementing AI
There is a separate story related to AI. Back in the summer, Gallup showed that where AI is actively used, where there is a clear implementation plan, and where the manager supports employees in working with it, engagement reaches 53%. But by autumn, the gap between those who use AI and those who do not among remote and hybrid employees had almost disappeared. The researchers' conclusion: the adoption of technology outpaces communication and managerial support, without which it does not work.
What HR and leaders should take away from this
Clarity of expectations does not appear on its own. If a role has changed — due to AI, reorganization, or new tasks — this must be discussed and formalized, rather than hoping the person will guess.
Expectations regarding the use of AI should be described for specific roles: where it is appropriate, where it is not, and how results will now be evaluated.
The manager remains the primary translator between company plans and everyday work. The greater the distance, the less this translation can occur “on the fly” and the more it requires regular one-on-one conversations.
It is worth measuring not only the fact that new tools are being implemented, but also whether people understand what their job looks like now.
Technologies change quickly. But the question “do I understand what is expected of me” still remains the simplest and most underestimated