a fresh view on motivation, performance, and more.
a fresh view on motivation, performance, and more.
a fresh view on motivation, performance, and more.
a fresh view on motivation, performance, and more.
a fresh view on motivation, performance, and more.
In today’s world, work is increasingly measured by well-being, and work-life balance is more valuable than ever. Yet, European organizations face a paradox. According to Gallup’s State of the Global Workplace: 2024, Europe ranks among the happiest regions globally, yet has the lowest workplace engagement levels. Only 13% of European workers feel engaged—dropping to 8% in Italy and 7% in France. Despite rating their lives as “thriving,” many experience daily stress, sadness, and loneliness.
This disconnect isn’t new. Economist Alan Krueger noted Europe’s declining job satisfaction as early as 2005. Today, dissatisfaction has evolved—it’s no longer just about salary or work conditions, but about purpose, fulfillment, and personal growth.
Some might argue there’s no issue when Europe leads in progressive workplace policies. But the cost of disengagement is real: poor mental health already results in 55 lost workdays per year, and in 2024, the British Psychological Society called work stress a “modern epidemic”. While 74% of business leaders recognize the need to move beyond traditional performance metrics, only 17% have successfully done so according to the 2024 Human Capital Trends Report.
That’s why we launched this research—to listen to European workers, explore how they want to be evaluated, and rethink how we measure work. The future of productivity must be built around people, not just performance. And that shift starts now.
Data Room
Exploring the perception of performance management, rewards, motivation and wellbeing for European workers
We conducted a survey in five European countries: Denmark, Germany, Spain, France, and Italy, involving a sample of 2,000 employees from various industries and business sizes, with the aim of framing their thoughts on some of the most well established practices of corporate culture and providing a thought-provoking interpretation of the emerging evidence.
OF THOSE WHO EXPERIENCE PERFORMANCE REVIEWS DO NOT SEE VALUE IN IT
42% of those who see no value in performance reviews belong to companies with over 500 employees.
OF EUROPEAN WORKERS ARE EVALUATED ALSO BY PEERS
A small number compared to those who wish for it to be their reality – 53%.
Those with experience of peer evaluation particularly value it, even more than feedback from direct managers/supervisors.
BELIEVE THAT THE WELLBEING OF PEOPLE WITHIN THE ORGANIZATION WILL BE A KEY VARIABLE FOR MEASURING AN ORGANIZATION’S PERFORMANCE
European workers also think that the positive opinion of people outside the organization will be a relevant complimentary element, suggesting a shift to a more systemic view.
Explore our data room
Outro
In short, what have we learned?
Takeaway Nº1
Our survey reveals that workplace motivation is multifaceted. What stands out is that employees are most driven by their ability to make a meaningful difference and the mutual support they experience with colleagues, all within a professional setting. Interestingly, external factors and company vision play a less significant role in keeping employees motivated.
Takeaway Nº2
Employee disengagement from performance reviews shows a clear pattern: it increases with years of professional experience. As time passes, workers become increasingly skeptical of evaluation systems. Whether this stems from the inherent limitations of assessment tools or simple weariness with repetitive procedures, the trend sends a troubling message. We face a critical question: if performance measurement is meant to guide professional development, what happens to the growth of senior employees? These experienced professionals are invaluable to organizations, yet they’re often the most disenchanted with the process.
The solution lies in designing more evolved and authentic performance management processes – ones that can deliver meaningful, intelligent resources to employees across all career stages. This evolution in approach isn’t just desirable; it’s essential for maintaining engagement throughout the employee lifecycle.
Takeaway Nº3
When asked about the key parameters for measuring company performance in the future, our European sample indicates a significant shift beyond traditional productivity metrics. Employee wellbeing, they assert, should become the most heavily weighted variable in organizational assessment. This points to a clear path forward: organizations must embrace continuous listening strategies to monitor employee satisfaction. This approach isn’t just about periodic surveys – it calls for implementing sophisticated qualitative tools that can help refresh and vitalize organizational culture, making it more responsive and dynamic.
The adult self who still needs to play
an interview with Biancamaria Cavallini
by Elisa Nicolini and Edoardo Maggio
If you’re changing everything, don’t ask for permission
an interview with Gianfranco Chimirri
by Silvia Catanuso and Edoardo Maggio
Join the conversation
If you’re passionate about transforming workplace culture and building thriving teams, we’d love to discuss how our research findings could enhance your human resources strategy. Don’t wait to discover fresh approaches to performance management and employee engagement that drive real results. Let’s create more engaging, enjoyable workplaces together!
