According to
Gallup's State of the Global Workplace 2024, Europe ranks among the happiest regions globally but reports the lowest level of workplace engagement:
only 13% of European workers feel engaged at work, with figures dropping to 8% in Italy and 7% in France. This paradox highlights how, despite a high perceived quality of life, stress, loneliness, and dissatisfaction are increasingly widespread.
This is not a recent phenomenon. As early as 2005, economist Alan Krueger noted the decline in job satisfaction across Europe. Today, workplace distress is no longer solely linked to salary or working conditions but to deeper factors such as a sense of purpose, personal fulfillment, and professional growth.
Key findings from MAIZE's report
MAIZE surveyed 2,000 employees across five European countries (Italy, France, Denmark, Germany, and Spain), spanning over ten industries and companies of various sizes. The data provides concrete insights into how employees want to be evaluated and which parameters companies should consider when measuring organizational success.
- The value of performance reviews: 38% of employees undergoing performance reviews do not find them useful. 42% of those who do not find them useful come from organizations with more than 500 employees.
- Peer evaluations: only 12% of European employees are assessed by their peers, yet those who experience this type of evaluation find it more effective than assessments from managers or supervisors.
- Motivation and satisfaction: 56.6% of workers recognize they are motivated when they find satisfaction in their tasks, 30.7% when they experience collaboration with colleagues, and 33.9% when they can maintain high levels of focus.
- New evaluation metrics: 52% of employees believe that companies should measure performance not only through productivity but also through employee well-being and internal perception. Additionally, 39% suggest considering external reputation (e.g., from clients or supervisors), while 11% highlight the value of a company's ethical and social commitment.
A new approach to measuring work
Beyond quantitative data, the report explores variables such as motivation, rewards, and satisfaction through insights from HR experts and direct employee testimonies. It underscores a crucial point: the future of productivity must center on people, not just results. Companies must redefine the concept of performance by listening to what happens in the workplace.
Gioia Ferrario, COO and Global CHRO of JAKALA, comments on the report's release:
The value of work cannot be measured solely in terms of productivity, just as employee well-being cannot depend exclusively on financial incentives. At JAKALA, we believe in a different approach, where rewards are personalized because each individual has unique motivational drivers. We look beyond business results, recognizing the value of skills, leadership, and the ability to inspire and build relationships. Work is not just a set of tasks; it is a fundamental part of everyone's life.
