The world has an employee engagement crisis. Although country scores in response to Gallup’s latest survey in 2017 differ greatly the majority of employees in all major countries remain disengaged with their work.
Engagement scores in USA were 33% but Western Europe experienced a low 10% with UK having only 8% of employees engaged.

Disengagement costs organisations and the economy huge amounts of money in lost productivity.
It is estimated that disengagement costs US companies between US$450 and US$550 billion a year and for the UK, between £84 and $87 billion a year.

The reasons for disengagement according to Gallup include slow adaptation to fast changes produced by information technology, new trends such as the gig economy and unique demands by younger workers.
But one thing that remains consistent throughout all their years of conducting employee engagement surveys is that its who you work for that has far-reaching consequences. In their employee engagement surveys the direct manager accounts for at least 70% of the variance in employee engagement scores.

More than ever before managers who lead people must possess the talent and skill to manage people in a way that unleashes the best of who they are. As developed economies ramp up the demand for science and technology recruitment, competitive advantage will be increasingly determined by 'human capital'- people. But their technical knowledge itself won't be enough. Determination, drive and passion is what transforms outcomes from adequate to absolute winners. And managers are the key to make that happen.