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Nearly a third of UK workers enjoy their jobs but feel no connection to their organisation, data finds

Data from The Chameleon Agency showed that 48% felt connected, while the rest sat in what the agency called a ‘grey zone’.

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Almost half of UK workers felt connected to their jobs and aligned with their organisation’s values and purpose, according to a study by The Chameleon Agency. 

The research showed that 48% felt connected, while the rest sat in what the agency called a ‘grey zone’.

Nearly a third (31%) were described as ‘the hollow connected’ – people who enjoyed their work day-to-day but felt no real connection to their organisation’s purpose, values or mission. 

13% liked their role and colleagues but were not engaged with leadership, and 7% were fully disengaged.

20% of workers said they were actively looking for a new role or planned to leave within the next year. 

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13% would move now for a role that better reflected their values or interests, and one in 10 said they would leave now if the economy or job market improved.

Joe Gilliver, founder and executive producer at The Chameleon Agency, said: “There’s a real difference between someone enjoying their job and someone feeling genuinely invested in where they work. 

“The hollow connected sit right in that gap – not actively unhappy, most likely even engaged with the work itself, but not feeling any real connection to what the organisation stands for or where it’s headed. 

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“Connection is what helps employees understand the vision, believe in the values, and stay committed when things get difficult. Without it, you can have a workforce that looks settled on the surface but is actually quite fragile.”

Gilliver added: “It’s easy for leaders to assume buy-in has happened because the strategy was communicated, the values are on the wall and they’re fully onboard and immersed in the company vision themselves. 

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“But there’s a huge difference between employees receiving this information and believing in the bigger picture.

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“True buy-in means people understand the vision, feel connected to the purpose and can see how their own work contributes to something bigger.”

He said: “That doesn’t happen through a cascade of messages and emails, but instead through honest leadership and shared experiences that bring the company values to life and make them feel real. 

“The challenge for HR, internal comms and leadership teams isn’t to communicate more, it’s to create the conditions where people actually understand what the organisation stands for and then still want to be a part of it.”