Labor Day 2025: a celebration amid a crisis

By Jean Baptiste Ndabananiye

The world on this International Labor Day 2025 pauses to honor the hands and minds that build our economies, power our industries, and uphold our societies — workers. From bustling factories to remote organs and digital workstations, this day commemorates not just the tireless efforts of employees but also the historic and ongoing fight for dignity, fair treatment, and meaningful employment. Rooted in the blood-stained Haymarket Affair of 1886, Labor Day has evolved into a global tribute to workers’ rights and a demand for justice in the workplace.

But this year’s commemoration—like other various such commemorations— unfolds under a deepening shadow — a global workplace on the brink. According to Gallup’s latest report, global employee engagement has suffered its sharpest drop in years, costing the world economy a staggering $438 billion in lost productivity. The crisis is being driven not by frontline employees alone, but by a silent collapse at the core of organizational leadership: disengaged, burned-out managers. These managers — caught between rising executive expectations and overwhelmed teams — are failing to hold the workplace together.

As we celebrate workers’ past achievements, we are forced to reckon with present realities: disengagement is spreading, and morale is eroding. The same workforce we honor today is slipping quietly into exhaustion and disconnection. In some cases, it’s no longer just a question of fighting for fair hours or better pay, but for mental health, meaningful engagement, and survival in a workplace battered by restructuring, and shrinking budgets, among others.

The meaning of Labor Day in 2025, therefore, is not just about reflecting on how far we’ve come — but confronting how dangerously close we are to breaking point. Opening “Silent collapse— why disengaged managers are pulling global workforce to the brink”  , you will discover the extent of the crisis. This article— based on the State of the Global Workplace: 2025 Report, among other key sources— focuses on action which can help to address the crisis.

“If 100% engagement seems unrealistic, what if we get to 70%?  Some organizations are already there. When leaders build a company culture around employee engagement, following science-based management practices, the result is higher productivity and profitability. These benefits reproduce across industries and cultures, from pharmaceutical manufacturing in Europe to luxury hotels in Thailand,” the report reads.

“It’s time to rethink the role of the manager.  Manager engagement is the key to reversing declining productivity, improving employee wellbeing and unlocking trillions in economic potential. By redefining the role, expectations and support of managers, leaders can create an environment where managers thrive — and when managers thrive, so do their teams. The choice for executives is simple: Invest in the future of management or risk the consequences of inaction.”

The global summary of the report indicates that only 21% are engaged, 62% are not engaged, 17% are actively disengaged, only 33% are thriving, 58% are struggling, 9% are suffering. As for daily emotions—“ emotions experienced during a lot of the previous day”, the report shows that 40% face stress, 21% experience anger, 23% sustain sadness, 22% face loneliness. According to the report, 51% said that it was time to change a job, while 50% were searching actively for a new job.  Gallup says that the survey is typically administered annually face to face or by telephone, involving more than 160 countries and areas since its inception. It clarifies that the total number of global employed respondents included in the full trend of data for this report (2009 through 2024) matches 5,490,517. For the 2024 data, the total corresponds to 227,347; 2024 data included in this report were gotten from April 2024 to December 2024, according to Gallup.

Those are some of key issues surrounding the International Labor Day. The origin of this day lies in the 19^th century labor movement in the United States of America. This day is observed on every 1 May, to celebrate the hard work and contributions of workers across industries and sectors. Besides honoring their efforts, this day acts as a reminder of the significance of workers’ rights and the necessity for fair employment practices.

NDTV in its 28 April 2025 story entitled “International Labour Day 2025: Know Origin and Facts About This Day” reads “On May 1, 1886, workers across America launched a strike demanding an eight-hour workday—a campaign that culminated in the tragic Haymarket Affair in Chicago.

What began as a peaceful protest turned violent when a bomb was thrown at police, leading to the deaths of seven officers and at least four civilians. The Haymarket Affair became a symbol of the struggle for workers’ rights and was instrumental in establishing May 1 as a day of international solidarity. As we mark Labour Day, it is not just a time to celebrate the spirit of hard work but also a call to continue advocating for dignity, safety, and equality for workers everywhere.”

The world boasts billions of workers. “In 2025, there were estimated to be approximately 3.6 billion people employed worldwide, compared to 2.23 billion people in 1991 – an increase of around 1.4 billion people,” recounts Statista before adding “Worldwide, there is a large gap between the informally and formally employed. Most informally employed workers reside in the Global South, especially Africa and Southeast Asia. Moreover, men are slightly more likely to be informally employed than women. The majority of informal work, nearly 90 percent, is within the agricultural sector, with domestic work and construction following behind.” Statista is a German online platform that specializes in data gathering and visualization.

The report recommends three actions

The first action includes ensuring that all managers receive training to cut extreme disengagement in half. “Less than half of the world’s managers (44%) say they have received management training. The most achievable opportunity for leaders is to provide basic role training for every manager. Manager development has declined globally in recent years, and most managers say they have not received any training for their jobs.”

“However, half as many managers who receive training are actively disengaged as those who are not trained. (Gallup defines actively disengaged employees as those who work against the aims of the organization.) This finding suggests that even rudimentary training in role responsibilities can stop a manager from feeling like they are drowning.”

The report quotes Abu Abdull Ah A— a supervisor in an institution not named—as saying “I learned new methods of working and how to deal with employees and it helped me a lot with regard to the challenges I face at work.”

While foundational role training is shown to significantly reduce disengagement, it only constitutes the beginning. To further empower managers and lift overall performance, according to the report, the next step lies in equipping them with coaching techniques proven to elevate engagement and results across teams. “Some managers have a natural gift for inspiring and developing people, but many do not. The good news is that effective coaching can be taught. A Gallup study found that participants in a manager training course focused on management best practices experienced up to 22% higher engagement than non-participants.

In addition, the teams led by those participants saw engagement rise by up to 18%. Manager performance metrics improved between 20 to 28%. These results were found nine to 18 months after training, suggesting that the influence of manager training may have a lasting effect.”

Bryan V, a Systems Engineer in the United Kingdom says “If we are all working, going in the same direction, getting on with each other, being thankful to each other and respect each other, then it makes anything you do easier, even if the project itself is going through some tough times.”

The final action is to increase manager wellbeing by 32% through ongoing manager development. “When employers provide manager training, it improves manager thriving levels from 28% to 34%.However, if they have training and someone at work actively encourages their development, manager thriving increases even further to 50%.

When we consider the additional influence of great managers on their teams, manager training and development may be one of the most effective ‘wellbeing initiatives’ employers can invest in.”

EWA Team Leader in Poland says “I still have opportunities for development within the company, because the company offers various training and so on. That’s also very important to me and motivates me to be in this job every day and give my best.”

Beyond Training: additional mechanisms

As the global workforce grapples with burnout, detachment, and high attrition rates— levels at which employees voluntarily leave their employer institutions—, organizations must look beyond basic manager training to create a truly engaging work culture. The following statistics from an 8 February 2025 Forbes story titled “Job Burnout at 66% In 2025, New Study Shows” help to understand the situation better.

It reads “New research from Moodle (conducted by the research consultants at Censuswide) shows that 66% of American employees are experiencing some sort of burnout in 2025. The data reveals that younger generations are facing significantly higher rates of burnout, with 81% of 18 to 24 year olds and 83% of 25 to 34 year olds reporting burnout, compared to just 49% of those aged 55 and older.

The top reasons for burnout across all age groups include: 24% are stressed because they say they have more work to complete than time to do it. Another 24% say they don’t have enough resources or the right tools to do their job properly. 20% cite a poor economy that’s impacting their well-being at work. 19% have stress because they’re taking on too much work due to labor shortages in their industry.”

CUNY School of Public Health constitutes a public American research and professional college within the City University of New York (CUNY) system. The CUNY is widely recognized as the largest urban public university system in the United States, with its total student population exceeding 400,000. In its 27 February 2025 story headlined “Employee burnout can cost employers millions each year”, the school says “Employee burnout is likely costing companies millions of dollars each year, ranging from approximately $4,000 to $21,000 per employee in the U.S.”

The school quotes a study published in the American Journal of Preventive Medicine. It adds “That means a 1,000-employee company in the U.S. would on average be losing about $5 million annually.” According to the school, these estimates are founded on a computational simulation model developed by the Public Health Informatics, Computational, and Operations Research team. The team is based at ​​the CUNY Graduate School of Public Health and Health Policy (CUNY SPH) working with researchers from Baruch College, Johns Hopkins University, and the University of San Diego (USD) Knauss School of Business.

Bruce Y. Lee, CUNY SPH professor, PHICOR and Center for Advanced Technology and Communication in Health (CATCH) executive director, and senior author of study says that institutions should be determined to defeat employee burnout. “Our model quantifies how much employee burnout is hitting the bottom line of companies and organizations. Therefore, it can give companies and organizations a better idea of how focusing more on employee well-being could help decrease costs and increase profits.”

While Gallup’s three recommendations provide a strong foundation, complementary mechanisms must be employed to create resilient, motivated, and purpose-driven teams. Addressing the silent collapse of engagement in 2025 requires a multifaceted, systemic transformation of workplace culture.

So, to assure employee engagement in 2025 and beyond, there are certain mechanisms that are to be executed. They include empowering employees through participatory leadership, redefining performance metrics to include wellbeing, creating flexibility with accountability, fostering a culture of continuous feedback and recognition, promoting meaningful work and purpose alignment, and bridging generational and cultural gaps.

Empower employees through participatory leadership

A critical, yet often overlooked, mechanism for enhancing engagement involves empowering employees to participate in decision-making. Participatory leadership enables team members at all levels to feel valued, heard, and integral to the organization’s direction. When workers can contribute ideas, shape policies, and co-create solutions, they take ownership of their work and develop deeper connections with their roles. For this to be effective, managers must be trained not only in coaching, but in inclusive leadership styles that promote open dialogue and decentralize control.

Redefine performance metrics to include wellbeing

Organizations must evolve from measuring success by productivity alone to embracing holistic performance metrics that incorporate wellbeing, collaboration, and creativity. This shift aligns with the growing evidence that wellbeing is not just a human resources concern but a productivity driver. By embedding emotional and mental health indicators into regular performance reviews — such as stress levels, emotional satisfaction, and work-life balance — companies send a powerful message that employee health is as important as output.

Create flexibility with accountability

The future of work is undeniably hybrid and flexible, but flexibility without structure can breed confusion and disengagement. Successful organizations are those that balance autonomy with clear expectations. Providing employees with the freedom to choose when, how, and where they work — while aligning tasks to transparent goals and outcomes — increases intrinsic motivation. Such flexibility must be complemented by digital tools that track progress, facilitate collaboration, and provide instant feedback without micromanaging.

Foster a culture of continuous feedback and recognition

Annual performance appraisals are no longer sufficient. Continuous constructive feedback mechanisms — supported by real-time communication platforms and regular one-on-one check-ins — provide timely recognition, course correction, and motivation. A culture where positive reinforcement is routine, not rare, fosters trust and loyalty. Peer recognition programs, where employees commend each other’s efforts, can further strengthen social bonds and cultivate a spirit of collective responsibility.

Promote meaningful work and purpose alignment

People do not engage with work merely for a paycheck — they engage when they believe in the purpose behind their work. Leaders must continuously articulate the organization’s mission and align team roles with that mission. Storytelling, internal newsletters, and town-hall sessions that showcase how individual tasks contribute to broader societal or organizational goals can rekindle a sense of purpose, especially during challenging times.

Bridge generational and cultural gaps

The modern workplace is increasingly diverse, spanning generations and cultures. Engagement strategies must be tailored to address this diversity. Younger employees may value purpose and development, while older colleagues might prioritize flexibility, security and recognition. Cultural sensitivity training and diverse communication styles can bridge these divides, ensuring that no group feels left behind.

In essence, organizations that wish to thrive must stop viewing engagement as a one-time initiative and start treating it as a continuous, evolving practice. Just as workers once fought for the eight-hour day, today they are calling — through their disengagement — for empathy, respect, and meaningful connection. Answering this call is no longer optional; it stands imperative.

The mechanisms can address the issues raised above

The mechanisms proposed—ranging from participatory leadership to bridging generational gaps—respond directly to the root causes of burnout and disengagement highlighted by Forbes and the CUNY School of Public Health. By empowering employees to take part in decision-making and aligning their work with a greater purpose, organizations tackle the emotional detachment and lack of ownership cited among younger workers.

Redefining performance metrics to include wellbeing directly addresses the stress associated with overwork and resource shortages, as reported by Moodle. Furthermore, flexibility with accountability ensures autonomy without compromising clarity, countering the fatigue induced by rigid or unclear expectations.

Continuous feedback and peer recognition systems offer immediate motivation and affirmation, counteracting the disengagement that silently erodes morale. Promoting purpose-driven work and cross-generational understanding not only develops inclusivity but also ensures tailored support across diverse employee needs.

These interventions collectively reduce the financial drain of burnout—estimated by CUNY SPH to reach millions per year per organization—by prioritizing sustained engagement and holistic wellbeing. In 2025 and beyond, only organizations that internalize these mechanisms as cultural imperatives—not optional HR add-ons—will retain talent, foster innovation, and secure long-term viability in a competitive, emotionally strained workforce landscape.