New global research from BI WORLDWIDE reveals that ineffective engagement efforts may be adding to employee workload instead of reducing it – risking increased burnout and weakened performance rather than relief.

The findings come from The New Rules of Engagement 2026, a global study of more than 2,000 employees across 18 countries, examining how engagement, recognition, feedback and change are experienced in today’s workplace.

Evidence from the research shows that 60% of employees say they are experiencing constant change at work. Alongside this, 31% report feeling burnt out as a result of ongoing, poorly supported change. Together, the findings highlight the strain employees face in environments shaped by continual transformation.

Importantly, the research does not suggest that engagement activity causes burnout on its own. However, it shows that when ineffective engagement initiatives are layered onto constant change without clear purpose or support, they can increase cognitive load and contribute to feelings of overwhelm rather than easing pressure.

Further insight from the report also finds that engagement drivers such as recognition, feedback and communication deliver results only when they are clear, intentional and aligned to priorities. When applied inconsistently or in generic ways, these efforts fail to reinforce focus and can become part of the noise employees are already managing.

The data indicates that engagement impact weakens when activity is disconnected from outcomes. Employees who receive targeted recognition linked to performance and results demonstrate the strongest gains in effort, commitment and productivity. In contrast, ineffective engagement activity that lacks this connection delivers significantly less impact.

Taken together, the findings suggest that ineffective engagement can work against its intended purpose. In organisations already managing frequent change, poorly designed engagement efforts can unintentionally add pressure, distract attention and undermine trust.

“There’s a growing assumption that engagement can compensate for everything else happening at work,” said Phil Williams, Head of Employee Programmes at BI WORLDWIDE. “Our research shows that when engagement lacks focus and intent, it risks losing its value. What makes the difference is not more activity, but clearer direction and stronger alignment with what employees are being asked to deliver.”

Overall, the research suggests that engagement works when it guides behaviour and helps employees understand where to focus their energy. When it does not, it risks adding to the problem it is intended to solve.

Access the full New Rules of Engagement Report 2026 here.