The Great Detachment: Gallup Research Shows Why Employees Feel Stuck in the Workplace
People aren’t storming out of offices or rage-quitting over Zoom anymore.
That was the Great Resignation, and it felt loud, bold, and...honestly, a little chaotic. But now?
Things are quieter. Employees are sticking around, but they’re not exactly engaged. They’re checked out.
Showing up, but not really there.
This is what researchers at Gallup have dubbed “The Great Detachment.”
Think of it as the next chapter in workplace dissatisfaction. It’s not about walking away from a job—it’s about staying while mentally, emotionally, and even physically drifting further from it.
And it’s a big deal.
According to Gallup, half of employees are reporting some level of dissatisfaction with their jobs.
Engagement is dropping, productivity is suffering, and the disconnect between workers and leaders feels wider than ever.
It’s the type of problem that won’t solve itself, and the longer it lingers, the worse the fallout.
What is The Great Detachment?
Gallup didn’t just make this up—it’s backed by numbers. Here’s some of the results:
Half of employees report feeling unhappy or unfulfilled in their roles.
Only 32% of workers in the U.S. say they’re “engaged” at work.
Nearly 20% of employees fall into the “actively disengaged” camp—people who are checked out and probably venting in their group chats.
This is bigger than dissatisfaction over pay or promotions. People are feeling invisible, undervalued, and disconnected from their work and teams.
And while the Great Resignation made headlines for its “I quit” energy, The Great Detachment is quieter, more insidious.
For employers, that’s a bigger problem than it might seem.
Disengaged employees aren’t just unmotivated—they’re dragging down morale, productivity, and even team chemistry.
When the majority of your team feels disconnected, it creates a ripple effect that impacts everything—creativity, collaboration, and even the company’s ability to move forward.
What’s Driving Employee Disengagement in the Workplace?
Disengagement doesn’t just happen overnight.
It’s not like people woke up one morning and thought, “You know what? I’m going to stop caring about my job today.”
It’s deeper than that—a slow unraveling that’s been building for years. The truth?
The workplace and the people in it aren’t aligned anymore.
A Pandemic-Induced Shift in Work Expectations
First, there's the obvious culprit: the pandemic. It flipped everything upside down, especially the way we work.
For many, shifting to remote work was a massive change to their routines (in the best way).
No commute? Yes, please. Wearing sweatpants in Zoom meetings? Iconic.
But as time passed, the cracks started to show.
For some, the boundary between work and life blurred so much that “logging off” felt like a myth.
For others, the isolation of working from home left them feeling disconnected—not just from their coworkers, but from the purpose behind what they were doing.
Fast forward to today, and even with hybrid and remote setups, employees are still figuring out how to reclaim that sense of connection.
On top of that, priorities shifted. People aren’t chasing titles or 80-hour weeks anymore. They want more: work-life balance, flexibility, and jobs that don’t make them question their life choices every Monday morning.
The Role of Employers in Fostering a Disconnect
Employees didn’t disengage on their own. (One more time for the people in the back...Employees didn't disengage on their own!)
Employers played a role, too—whether they meant to or not.
A lack of clear expectations, outdated performance management systems, and communication that feels more robotic than real have all contributed to the problem.
When companies fail to address these issues, employees stop seeing themselves as part of something bigger. Instead, they start to feel like cogs in a machine.
And honestly, who do you know that dreams of being another cog in the corporate wheel?
Add to this the pressure of navigating a messy job market and an unpredictable labor market, and it’s a recipe for frustration.
Employees who feel unsupported or undervalued are left wondering, “What’s the point?”
That question—what’s the point?—is at the heart of The Great Detachment, and until it’s answered, the disconnect will only grow.
How The Great Detachment Impacts Workplace Productivity
Disengagement isn’t just an employee problem—it’s an everyone problem.
When people check out emotionally, it doesn’t just stay contained to their individual workload. It spills over, dragging down productivity, morale, and even the overall vibe of the workplace.
The most obvious sign of The Great Detachment? Teams start running on autopilot.
Tasks get done, but creativity? Gone. Collaboration? A struggle.
And worst of all, the company’s mission? Just a bunch of words on a slide deck no one’s thinking about.
When employees feel disconnected, they’re not inspired to go above and beyond—they’re focused on doing the bare minimum to get through the day.
The Turnover Domino Effect
And here’s where it gets even messier: disengagement is contagious.
When one person mentally checks out, it often rubs off on the rest of the team. Resentment builds, frustration grows, and eventually, people start heading for the exits.
Turnover spikes, and suddenly, your team feels more like a revolving door than a solid foundation.
Even the employees who stay don’t escape unscathed. With fewer hands on deck, workloads pile up, and burnout creeps in.
This only fuels the cycle of disengagement, leaving companies scrambling to hire while struggling to keep the people they already have.
And layoffs? They don’t help either.
When employees see their colleagues let go or feel like their jobs are constantly at risk, it only reinforces their belief that their work—and maybe even they—are undervalued.
It’s a vicious cycle, and without intervention, it keeps repeating.
Bridging the Disconnect: Strategies for Employers
If we want to reverse course on The Great Detachment, companies have to start focusing on building real connections between employees—and that takes effort.
But, it’s worth it.
Prioritizing Employee Engagement
Engagement has to be a priority, not an afterthought.
This starts with creating a culture of trust and transparency. Employees need to feel like they’re in the loop, whether it’s about company goals, challenges, or big-picture changes.
Nothing fuels disengagement faster than being left in the dark.
It’s also time to rethink performance management. No one wants to feel like they’re being evaluated by outdated metrics that don’t reflect their real contributions.
Regular, meaningful feedback can help employees see their value and understand how their work fits into the bigger picture. Clear expectations are key here—when people know what’s expected of them and why it matters, they’re more likely to feel connected to their role.
Got it—thank you for pointing that out. I’ll make sure to keep the writing direct and impactful without relying on generic hooks. Here’s the revised continuation:
Helping Employees Feel Valued and Supported
Employees want to feel seen. Not in a performative way, like a pizza party after a rough quarter, but in ways that show genuine care.
They want leadership that listens, workplaces that adapt, and tools that make their jobs easier—not harder.
Start with the basics: mental health.
Mental wellness isn’t a trend; it’s a necessity.
Employers that invest in accessible resources, like therapy stipends or wellness programs, send a clear message: “We care about more than just your output.”
When employees feel emotionally supported, they’re more likely to re-engage with their work.
Flexibility is another big one. The 9-to-5 grind isn’t the gold standard anymore, and clinging to rigid systems only alienates employees further.
Whether it’s remote-friendly options, hybrid schedules, or even just understanding that life happens, showing flexibility creates trust.
Finally, engagement can’t be a guessing game. Use tools like anonymous surveys or regular check-ins to gauge how people are really feeling.
But don’t just collect the data—act on it.
When employees see their feedback being taken seriously, it builds a culture where they feel safe to voice concerns and contribute solutions.
Lessons from Gallup’s Findings for the Future Workforce
Gallup’s research makes one thing crystal clear: The Great Detachment isn’t just a passing phase. It’s a signal that the workplace needs to evolve—and fast.
The future workforce will demand more from their employers. They’ll look for jobs that prioritize inclusion, psychological safety, and career growth, not just a paycheck.
Organizations that resist these shifts will find themselves struggling—not just to attract talent but to retain it.
On the flip side, employers who embrace this moment of change have a real opportunity.
By aligning strategies with what employees actually need—think better leadership engagement, flexible policies, and intentional communication—companies can create environments where people thrive.
The long-term trends are clear: connection, not detachment, is what will define successful workplaces moving forward.
Conclusion
The Great Detachment isn’t a problem we can ignore. It’s a wake-up call.
Employees are looking for something more than just another day at the office—they want purpose, belonging, and yes, a little bit of flexibility.
For employers, the challenge is also the opportunity.
By investing in employee engagement, focusing on mental wellness, and meeting people where they are, companies can shift the tide.
The result? A workplace where employees feel empowered, valued, and ready to bring their best every day.
The question isn’t whether we can move past The Great Detachment. It’s whether we’re willing to do the work to get there.