SOLUTION: Business Australia Versus Global Study Presentation

Prepare a powerpoint
Use the link below to explore a region of interest outside of Canada or the US.
Compare these results with the global study, using your top 5 insights.
https://www.gallup.com/workplace/349484/state-of-the-globalworkplace.aspx?thank-you-reportform=1
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State of the
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2021 Report
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Daily Negative Emotions | Environmental, Social and Governance
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Effects of the COVID-19 Pandemic | Employee Engagement and Life Evaluation
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Discover how employees around the world
experienced life and work in 2020.
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C O P Y R I G H T S TA N D A R D S
This document contains proprietary research, copyrighted and trademarked materials of Gallup,
Inc. Accordingly, international and domestic laws and penalties guaranteeing patent, copyright,
trademark and trade secret protection safeguard the ideas, concepts and recommendations related
within this document.
The materials contained in this document and/or the document itself may be downloaded and/or
copied provided that all copies retain the copyright, trademark and any other proprietary notices
contained on the materials and/or document. No changes may be made to this document without
the express written permission of Gallup, Inc.
Any reference whatsoever to this document, in whole or in part, on any webpage must provide a link
back to the original document in its entirety. Except as expressly provided herein, the transmission
of this material shall not be construed to grant a license of any type under any patents, copyright or
trademarks owned or controlled by Gallup, Inc.
The Gallup Q12 items are Gallup proprietary information and are protected by law. You may not
administer a survey with the Q12 items or reproduce them without written consent from Gallup.
Gallup® and Q12® are trademarks of Gallup, Inc. All rights reserved. All other trademarks and copyrights
are property of their respective owners.
State of the Global Workplace: 2021 Report
Table of Contents
Table of Contents
From the Chairman and CEO…………………………………………………………………………………………………………………………………. 2
Executive Summary………………………………………………………………………………………………………………………………………………….. 3
Global Insights ………………………………………………………………………………………………………………………………………………………… 19
United States and Canada ……………………………………………………………………………………………………………………………… 35
Latin America and the Caribbean …………………………………………………………………………………………………………………. 44
Western Europe . ………………………………………………………………………………………………………………………………………………… 53
Eastern Europe …………………………………………………………………………………………………………………………………………………… 62
Commonwealth of Independent States………………………………………………………………………………………………………. 71
Middle East and North Africa …………………………………………………………………………………………………………………………. 80
Sub-Saharan Africa …………………………………………………………………………………………………………………………………………… 89
East Asia ……………………………………………………………………………………………………………………………………………………………….. 98
South Asia …………………………………………………………………………………………………………………………………………………………. 107
Southeast Asia………………………………………………………………………………………………………………………………………………….. 116
Australia and New Zealand……………………………………………………………………………………………………………………………. 125
Appendix 1: Country Comparisons………………………………………………………………………………………………………………..134
Appendix 2: Methodology…………………………………………………………………………………………………………………………………..184
Appendix 3: Support Information……………………………………………………………………………………………………………………186
Copyright © 2021 Gallup, Inc. All rights reserved.
State of the Global Workplace: 2021 Report
From the Chairman and CEO
FROM THE CHAIRMAN AND CEO
What if the next global crisis is a mental health pandemic?
It is here now.
As you will see in this report, negative emotions — worry, stress, anger and sadness —
among employees across the world reached record levels in 2020.
In addition, Gallup has found that roughly seven in 10 employees are struggling or suffering,
rather than thriving, in their overall lives. Eighty percent are not engaged or are actively
disengaged at work. This lack of engagement costs the global economy US$8.1 trillion,
nearly 10% of GDP, in lost productivity each year.
These problems existed long before COVID-19. Gallup has discovered that negative
emotions have been rising over the past decade. Even if we return to pre-COVID-19 levels
of these emotions, the trends are still concerning.
But it is possible — even likely — that employee mental health will get worse.
Gallup is taking on the mental health challenge, because solving any big, seemingly
impossible problem starts with the question “What can we measure?” It is unlikely that you
or other leaders have data on companywide wellbeing or resiliency — or data on how many
employees in your organization are filled with stress and will soon burn out versus how
many feel energized and inspired at work.
Gallup is the only organization capturing these statistics on how life is going for employees
in a representative sample of the world.
Measuring employee mental health is critical. Besides destroying lives, suffering can
destroy the human spirit that drives innovation, economic energy and eventually, good
jobs. This is likely tied to declining economic dynamism. Global GDP per capita is slowing
— it has been for decades.
But this trend can be reversed. The first step is to create inspiring workplace cultures that
maximize the potential and wellbeing of every employee.
Jim Clifton
Chairman and CEO
2
Copyright © 2021 Gallup, Inc. All rights reserved.
SOGW_ChairmanLetter_051921_kn
State of the Global Workplace: 2021 Report
Executive Summary
Executive Summary
The world experienced a pandemic in 2020. We all did not experience it the same way.
In contrast, Western European employees’
engagement remained dismally low, but their rise
in negative emotions was nominal. In fact, stress
and anger decreased in Western Europe, compared
with 2019.
GLOBALLY, EMPLOYEE ENGAGEMENT DECREASED
by 2 percentage points from 2019 to 2020, and
employees reported higher worry, stress, anger and
sadness in 2020 than they had in the previous year.
Given hospitalizations and deaths due to COVID-19,
as well as lockdowns, closed schools, increased
remote work and unemployment, the above outcomes
are not surprising. They represent the frustrations and
struggles of millions of workers across the planet.
As employers rethink their workplaces
in 2021, they have lessons to learn from
2020. Most importantly, leaders need
to recognize the influence of employee
wellbeing and employee engagement on
workforce resilience.
However, there are significant differences in how
employees across regions and countries experienced
2020. Nearly half of employees in the United States
and Canada reported experiencing a lot of stress
before the pandemic, in 2019, and they were even
more stressed in 2020, with 57% reporting high
stress — far above the global average. But, employee
engagement in the U.S. and Canada also increased.
Physical health, loneliness, financial hardship and
community support, among other factors, affect the
involvement, enthusiasm and productivity of workers
in both good times and bad. Successful corporations
of the future not only will generate profits, but also
will generate thriving employees who are capable of
weathering crises.
3
Copyright © 2021 Gallup, Inc. All rights reserved.
SOGW_ExecSummary_051921_kn
State of the Global Workplace: 2021 Report
Executive Summary
Effects of the COVID-19 Pandemic
L I F E I M PA C T
45%
Learn how to translate our
COVID-19-related insights
into leadership lessons that
produce long-term success for
your organization.
of people say their own life has been affected
“a lot” by the coronavirus situation.
As a result of the coronavirus situation:
50%
53%
49%
32%
of workers received less money than usual
from their employer or business
of workers temporarily stopped working at
their job or business
of workers worked fewer hours at their job or business
of workers lost their job or business
Note: Gallup asked the “life impact” question of all respondents — not only of workers. Only those who had a job at the time of the pandemic provided responses
to the questions related to wages, work hours, and whether they had stopped working temporarily or lost their job or business. Responses to survey questions
about disruption due to the pandemic may have been influenced by the timing of survey field periods. Surveys occurred before, during or after major waves of
COVID-19 cases.
It is difficult to overstate the global impact of all that
occurred in 2020. Almost half of people worldwide say
the pandemic has affected their lives a lot.
The Middle East and North Africa have the highest
regional percentage (54%) of people who say they
were impacted a lot by the coronavirus situation.
How the pandemic affected work varied widely by
region. In Western Europe, 6% of workers say they lost
a job or business, and almost a quarter of those who
had a job (24%) say they temporarily stopped working
due to the coronavirus situation. In contrast, 50% of
workers in South Asia say they lost a job or business,
and 66% say they temporarily stopped working due to
the pandemic.
Nearly one in three people who had a
job at the time of the pandemic say they
lost their job or business because of the
coronavirus situation — translating to just
over 1 billion adults.
4
Copyright © 2021 Gallup, Inc. All rights reserved.
SOGW_ExecSummary_051921_kn
State of the Global Workplace: 2021 Report
Executive Summary
Employee Engagement and
Life Evaluation
Discover how Gallup helps
organizations like yours harness
human potential to improve business
outcomes through a strategy of
employee engagement.
E M P LOY E E E N G AG E M E N T
20%
of employees are engaged at work.
Global Employee Engagement Trend
% Engaged
Note: To determine the percentage of engaged employees, Gallup uses a proprietary formula founded on extensive research about how the engagement elements,
as measured by the Gallup Q12®, relate to various workplace outcomes. For this reason, employee engagement is a much higher bar than merely satisfaction. Gallup’s
formula does not require perfect agreement with all of the Q12 elements for employees to be classified as engaged. See “Appendix 3: Support Information” to view
descriptions of engaged, not engaged and actively disengaged employees, as well as the survey items that Gallup uses to measure employee engagement.
Globally, employee engagement decreased
by 2 points, from 22% in 2019 to 20%
in 2020, following a steady rise over the
last decade.
Employee engagement reflects the involvement and
enthusiasm of employees in their work and workplace.
Business units with high employee engagement
achieve higher productivity, higher customer loyalty/
engagement, better safety, lower turnover and higher
profitability, among other positive business outcomes,
according to a Gallup study of more than 100,000
business units.1
1
Harter, J. K., Schmidt, F. L., Agrawal, S., Blue, A., Plowman, S. K., Josh, P., &
Asplund, J. (2020.) The Relationship Between Engagement at Work and
Organizational Outcomes: 2020 Q12® Meta-Analysis: 10th Edition. Omaha,
NE: Gallup. Retrieved from https://www.gallup.com/workplace/321725/
gallup-q12-meta-analysis-report.aspx
5
Notably, engagement rose from 2019 to 2020 in
some regions, including the U.S. and Canada, as well
as Eastern Europe. Engagement remained remarkably
low in Western Europe, at 11%, even as Western
European employees assessed themselves as
having high life evaluations (55% are thriving) and low
negative emotions, compared with employees in many
other regions.
Copyright © 2021 Gallup, Inc. All rights reserved.
SOGW_ExecSummary_051921_kn
State of the Global Workplace: 2021 Report
Executive Summary
L I F E E VA L U AT I O N
32%
Read Gallup’s latest book,
Wellbeing at Work, to learn how to
build resilient and thriving teams.
of employees are thriving.
Life Evaluation, Among Employees
Please imagine a ladder with steps numbered from zero at the bottom to 10 at the top. Suppose we say that the
top of the ladder represents the best possible life for you, and the bottom of the ladder represents the worst
possible life for you.
On which step of the ladder would you say you personally feel you stand at this time? (0-10)
Just your best guess, on which step do you think you will stand in the future, say about five years from now? (0-10)
% Thriving
Gallup’s measure of personal life evaluation quantifies
the difference between the best possible life and the
worst possible life using a simple two-part question2
— the Best Possible Life Scale. The question assesses
how people feel about their lives currently (“best life
present”) and how they expect to feel about their lives
in five years (“best life future”).
Thriving employees report significantly fewer health
problems; less worry, stress, sadness, depression and
anger; and more hope, happiness, energy, interest and
respect. See “Appendix 3: Support Information” for
related details.
Nordic countries — Finland (85%), Denmark
(79%), Iceland (76%), Sweden (71%) and
Norway (69%) — and the Netherlands
(76%) have the highest life evaluations in
the world.
Individuals with high life evaluation are considered to
be “thriving.” They have positive views of their present
life situation (7 or higher on best life present) and
positive views of the next five years (8 or higher on
best life future).
2
Cantril, H. (1965). The pattern of human concerns. New Brunswick, NJ:
Rutgers University Press.
6
Copyright © 2021 Gallup, Inc. All rights reserved.
SOGW_ExecSummary_051921_kn
State of the Global Workplace: 2021 Report
Executive Summary
Surprisingly, the global life evaluation percentage among employees increased by 2
points from 2019 to 2020. A few factors may explain this increase during a pandemic:
1
2
3
4
Relative social status plays a large role in how we feel about our own lives. During
the COVID-19 pandemic, those who were employed for an employer may have felt
their lives were much better than those around them. Simply having a job may have
increased their subjective life evaluation during tough times. They also may have had
higher income than those around them — another influence on life evaluation.
People in many countries may have been influenced by negative international news
about COVID-19. They may have seen the suffering of others and considered
themselves better off in comparison. For example, Australia and New Zealand
effectively kept their COVID-19 cases relatively low in 2020, and some countries did
not experience a major wave of hospitalizations or deaths until late in the year.
Despite the challenges of the COVID-19 pandemic, it seems that hope never died.
Although there is a wide range of percentages of thriving employees across regions,
the Best Possible Life Scale data show that, even amid their current struggles,
most could see their future (five years later) being brighter than the present. For
much of the world, hope for the future stayed about the same or increased slightly,
compared with 2019.
Gallup traditionally conducts in-person interviews in countries and territories where
telephone coverage is not adequate. Because of the COVID-19 pandemic, in 2020,
Gallup conducted telephone interviews in nearly all countries and territories in which
it surveyed. This change in methodology could have influenced how respondents
reacted to the life satisfaction question and hence the estimated percentages of
thriving employees for 2020.
7
Copyright © 2021 Gallup, Inc. All rights reserved.
SOGW_ExecSummary_051921_kn
State of the Global Workplace: 2021 Report
Executive Summary
Daily Negative Emotions
WORRY, STRESS, ANGER AND SADNESS INCREASED FOR EMPLOYEES
GLOBALLY IN 2020. Nevertheless, there are striking differences among
regions and countries. In addition, from 2019 to 2020, negative emotions
increased more for female employees than male employees and more for
employees who are younger than 40 than those who are 40 and older.
Help your employees manage
negative emotions and, therefore,
curb burnout by focusing on
employee wellbeing.
Western Europeans experienced some of the smallest effects on their negative emotions from 2019 to 2020;
employees in this region saw a decline in stress and anger, no change in sadness and an increase of only
3 points for worry.
D A I LY W O R R Y
41%
of employees experienced worry during
a lot of the previous day.
Global Worry Trend, Among Employees
Did you experience the following feelings during A LOT OF THE DAY yesterday? How about worry?
% Yes
Experiences of worry occurring on the
previous day increased from 35% to 41%
from 2019 to 2020. The largest increases
in daily worry occurred in Eastern Europe
(+12 points), East Asia (+12 points), and the
U.S. and Canada (+10 points).
In contrast, daily worry increased by only 3 points in
Western Europe and 1 point in sub-Saharan Africa,
and it decreased in South Asia (-10 points), as well as
Australia and New Zealand (-2 points).
8
Copyright © 2021 Gallup, Inc. All rights reserved.
SOGW_ExecSummary_051921_kn
State of the Global Workplace: 2021 Report
D A I LY S T R E S S
Executive Summary
43%
of employees experienced stress during
a lot of the previous day.
Global Stress Trend, Among Employees
Did you experience the following feelings during A LOT OF THE DAY yesterday? How about stress?
% Yes
Working women in Western Europe
reported lower daily stress in 2020
(41%) than in 2019 (47%), possibly
due to supportive social safety nets in
many European countries, such as welldeveloped social systems that helped to
prevent some job loss and unemployment.
Employees’ daily stress reached a record high in 2020,
increasing from 38% in 2019 to 43% in 2020.
At 57%, employees in the U.S. and Canada report the
highest levels of daily stress in the world. Daily stress
in the U.S. and Canada was also the highest in 2019,
before th…
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