Gallop's State of the American Workplace: Employee Engagement Insights for U.S. Business Leaders report reveals the trend in U.S. employee engagement, the impact of engagement on organizational and individual performance, information about how companies can accelerate employee engagement, and insights into engagement across different segments of the U.S. working population. The report found that "the vast majority of U.S. workers, 70%, are “not engaged” or “actively disengaged” at work, meaning they are emotionally disconnected from their workplace and are less likely to be productive. Actively disengaged employees alone cost the U.S. between $450 billion to $550 billion each year in lost productivity, and are more likely than engaged employees to steal from their companies, negatively influence their coworkers, miss workdays, and drive customers away." Key findings from the report include: Work units in the top 25% of Gallup’s employee engagement database have significantly higher productivity, profitability, and customer ratings, less turnover and absenteeism, and fewer safety incidents than those in the bottom 25%. Managers who focus on their employees’ strengths can practically eliminate active disengagement and double the average of U.S. workers who are engaged nationwide. The generations at the beginning and approaching the end of their careers tend to be more engaged than those in the middle of their careers. Although certain policies such as hours worked, flextime, and vacation time do relate to employee wellbeing, engagement levels in the work environment eclipse corporate policies. Despite not having a manager nearby to monitor their productivity, remote workers actually log more hours at their primary job than do their on-site counterparts. Only 41% of employees felt that they know what their company stands for and what makes its brand different from its competitors’ brands. Engagement levels among service employees -- those workers who are often on the front line serving customers -- are among the lowest of any occupation Gallup measured and have declined in recent years, while engagement for every other job category increased. The following 12 statements emerged f r o m Gallup ’ s pioneering r esearc h as those that best predict emplo yee and w orkgroup performance. The 12 Elements of Great Managing I know what is expected of me at work. I have the materials and equipment I need to do my work right. At work, I have the opportunity to do what I do best every day. In the last seven days, I have received recognition or praise for doing good work. My supervisor, or someone at work, seems to care about me as a person. There is someone at work who encourages my development. At work, my opinions seem to count. The mission or purpose of my organization makes me feel my job is important. My associates or fellow employees are committed to doing quality work. I have a best friend at work. In the last six months, someone at work has talked to me about my progress. This last year, I have had opportunities at work to learn and grow. Interview someone who has a job and ask the above 12 questions. Report your findings.