South African employers must turn engagement into a strategic priority
South Africa remains one of the world’s strongest markets for employee engagement, but new research shows that employers cannot afford to take this advantage for granted.
According to ADP Research’s People at Work 2026: A Global Workforce View, 27% of workers in South Africa were fully engaged in 2025.
This places the country second globally, behind Brazil at 29%, but marks a decline from 31% in 2024, when South Africa led the world.
Globally, fewer than one in five workers — 19% — were fully engaged in 2025.
Employee engagement is a critical business measure because it is closely connected to productivity, loyalty, and retention.
ADP Research notes that fully engaged employees are more likely to do their best work, remain committed to their employer, and contribute positively to workplace performance.
However, South Africa’s decline highlights the pressure employees are facing.
ADP Research points to high unemployment, inflation, and social unrest as factors creating uncertainty in the local labour market.
On the job, some employees are still adjusting to hybrid and remote work, with isolation affecting how connected they feel to colleagues and employers.
Many companies are responding with initiatives around recognition, career growth, and mental health support, but these efforts take time to deliver results.
The research also highlights a continued need for skills development and clearer growth opportunities, as employees who lack a visible path forward may become less dedicated to their work.
For employers, the message is clear: engagement cannot be treated as a “nice to have”.
ADP Research found that workers who believe their employer invests in their development are far more likely to be fully engaged.
It also found that employees who find meaning in their jobs are 12.5 times more likely to be fully engaged than those who do not.
To protect and improve engagement, South African businesses should focus on transparent communication, stronger leadership trust, meaningful recognition, reduced stress, and practical skills investment.
In a competitive and uncertain labour market, organisations that help employees feel supported, valued, and prepared for the future will be better positioned to retain talent and build resilient, high-performing teams.
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