PRESS RELEASE
SFL, a major player in prime Parisian real estate, reveals the results of the 12ᵉ edition of the Ifop Paris Workplace barometer. In a context marked by the controversial organisation of the return to the office, the quest for meaning on the one hand and the phenomenon of quiet quitting on the other, SFL and Ifop unveil the groundbreaking results of their annual study, which has become a benchmark. The study analyses the driving forces behind employee commitment in the Paris region, and identifies the weak signals of disengagement.
Contrary to popular belief, salary plays a secondary role: commitment is nurtured above all by recognition, trust, social ties... and a suitable working environment.
Methodology - Three typical profiles for understanding collective dynamics
To refine the findings, SFL and Ifop segmented the employees surveyed according to their degree of commitment. Three groups were identified: the super-committed (38 % of the total population), neutrals (40 %) and the disengaged (22 %). This statistical analysis was based on the following five variables included in the questionnaire: self-assessment of their level of commitment to work within their company, the fact that they are motivated by their work, their attachment to their company, the importance to them of their company's success, and the fact that they find it normal to put in more effort than their job requires.
The survey was carried out among a sample of 1,303 employees representative of all employees in the Paris region (Paris and inner suburbs) working in an office in companies (excluding administration and public service) with more than 10 employees. The representativeness of the sample was ensured by the quota method applied by IFOP (gender, age, profession of the person interviewed, size of the company and sector of activity). The interviews were carried out by self-administered online questionnaire between 16 May and 4 June 2025.
Disengagement: discreet but destructive
They are not resigning, but their detachment is palpable. The disengaged represent 22 % of the employees surveyed in the Ile-de-France region and seem to idealise teleworking:
- 44 % of employees who want 4 to 5 days of telework a week are disengaged, This compares with only 14.5% among those who wish to work remotely between 0 and 1 day a week.
- 10% of disengaged employees say they do not have a dedicated office (vs. 5% on average). Conversely, 24% of super-engaged employees say they have a closed individual office (+6pts vs. average, 18%).
- 46% of the disengaged feel most effective «at home teleworking», compared with 31% of the «neutral» and 28% of the «super-engaged».»
This physical withdrawal has consequences for office life and well-being. A company can identify «weak signals» of disengagement:
- 52% of disengaged people «rarely, if ever» meet up with their colleagues outside the office for social occasions (e.g. drinks in the evening after work)
- Do you get together outside the office outside working days to take part in cultural or sporting activities, go for a walk, etc? This is very rare for the disengaged (71%) compared with one in two on average (51%).
- The disengaged are 3 times more likely than the super-engaged to «rarely, if ever, have lunch with their colleagues» (13% versus 4%).
- Fewer of the disengaged than their colleagues prefer face-to-face exchanges (51% compared with 58% for neutrals and 63% for the super-engaged).
- 39 % of the disengaged often feel isolated within their company.
These behaviours have a cost: 71 % of the disengaged are detractors of their company, and 42 % plan to leave within two years.
- 47% of the disengaged do not feel they are doing useful work, compared with only 4% of the super-engaged
Their withdrawal, often silent, has a negative impact on the internal atmosphere, the employer brand and loyalty.
Salary? Little impact on commitment
The analysis reveals a strong observation: the level of remuneration is not a determining factor in the commitment. The proportion of disengaged employees is almost identical in the salary bracket below €59k/year (23%) to that in the €60-99k salary bracket (20%). The number of disengaged employees falls sharply above €100k/year (12%), a level of executive remuneration where commitment is a prerequisite for the job.
Close, attentive management
In reality, the levers of commitment are relational and managerial recognition, trust, transparency, loyalty and the right to make mistakes.
- 91 % of the super-engaged have a manager who thanks or congratulates them, against only 50 % for the disengaged.
- 89% of super-committed rexpect their line manager to give them the right to make mistakes (compared with an average of 82% and 61% for the disengaged)
- 89% of the super-engaged feel that initiative-taking and innovation are encouraged and rewarded, compared with 71% of the neutral and only 35% of the disengaged.
Commitment appears to be a response to a special relationship developed with the manager. The super-committed:
- receive regular feedback (91% against 74% for neutral and 54% for disengaged)
- are consulted before a decision is taken (88% against 38% for the disengaged, 73% for the neutral)
This personal closeness between the super-engaged and their employer takes the form of support that goes beyond the workplace.
- 93% of the super-engaged believe that their line manager supports them in their day-to-day work, compared with 43% for the disengaged
- 9 out of 10 super-engaged believe that his employer would support him in the event of personal difficulties (89%), compared with 68% in the general population and only 39% in disengaged people
- Highly committed employees consider their employer to be attentive to their professional development (85% for the super-committed against 29% for the disengaged - 62% for the neutrals)
These simple, practical relational practices foster a climate of loyalty and motivation. The barometer highlights a virtuous circle: a supported employee is a committed, loyal... and high-performing employee.
Super-employees, bankable employees for the company
The super-engaged represent a real asset for the company: in return for the trust placed in them, they invest themselves fully and make a positive contribution to the collective dynamic. Their loyalty, involvement and influence make them strategic and bankable assets.
- One in two super-subscribers (53%) plans to be with the company for more than five years, compared with 34% for neutrals and 24% for the disengaged
- One out of every two super-subscribers (47%) is a «super-subscriber".« developer »This is twice as high as the population average (23%) and almost four times higher (12%) than «neutrals».
- 1 out of every two super-engaged shares company publications on social networks compared with 40% for the «neutrals» and 22% for the disengaged.
This commitment is reflected in a particularly high level of involvement:
- 68% of the super-engaged do not find it disturbing to respond to professional requests outside working hours (47% for neutrals, 30% for disengaged)
- The super-committed say they work harder than other employees 40.1 hours per week compared with 39.3 hours for neutrals and 38.8 hours per week for the disengaged
Offices as catalysts for social cohesion
The offices are essential in the creation of commitment. They help to forge links, strengthen team spirit and convey the corporate culture.
84 % of the super-engaged believe that their offices foster team spirit, and 64 % see them as a place to live as well as a place to work (compared with 46% from neutrals and only 19% from disengaged).
«Being fully part of the team» is a reason for coming to the office for 34% of the super-engaged, compared with 26% of the neutrals and only 21% of the disengaged.
Cafeterias, relaxation areas, outdoor facilities, crèches and soft mobility: the study shows that access to these services is more common among the most committed employees.
In plain English, well-designed offices are a strategic asset for recruiting, retaining and engaging staff.
They even help to create a «sense of belonging», particularly the top three:
- places to socialise or relax (for 85% of neutrals, 92% of the super-committed and 62% of the disengaged)
- the cafeteria (83% for neutrals, 89% for super-engaged and 56% for disengaged)
- the company restaurant (77% for neutral employees, 85% for super-committed employees and 54% for disengaged employees)
What is the price of your loyalty?
In a highly competitive labour market, companies are seeking to limit staff turnover. The study confirms that commitment acts as protection against leaving.
- Only 23 % of the «super-committed» would be prepared to leave their current company for a salary increase of 5 % compared with 43% of the "disengaged"..
The tipping point is between 15 and 20% :
- For an increase of 15%, 50% of the «super-engaged» would still consider a change of employer
- For an increase of 20%, 67% of the «super-engaged» would be prepared to leave their employer
Those who are disengaged seem to be more receptive to competing offers, and easier to poach: as soon as they receive a 10% salary increase, the majority (54%) are ready to leave their company to join a competitor.
Loyalty is therefore strongly correlated with the quality of the social bond, the working environment and the managerial climate. An employee who feels good, recognised and supported will leave less quickly, even when faced with more attractive financial offers.
- Only 19 % of those who rate their relationship with their colleagues as «very good» would be willing to change employer for a moderate pay rise of 5 %, 49 % for those with poor or average relations with their colleagues.
| Who would continue to work if they won the lottery? The «super-committed» go far beyond the call of duty, to the extent that «if they no longer needed to earn money», 65% of them would still continue to do their job, compared to just 22% of the disengaged and 40% of the neutral. |
Diversity, solidarity, meaning: other levers for commitment
In a context of «alignment» of values and convictions and of «work-life balance», non-financial factors valued by the company appear to be particularly effective. When employees feel in tune with their company's values and actions, their commitment is strengthened.
A series of events organised by the company could have an impact on the level of employee commitment:
- 76 % of the super-engaged would take part in solidarity actions organised by their company (A collection of hygiene products and clothing for the most disadvantaged), against only 51 % of the disengaged.
- La creation of a solidarity café in partnership with the company appeals more to the «super-committed» (74%) (63% among the «neutral»; 54% among the disengaged)
- From support programmes for vulnerable people from outside your company wishing to enter or re-enter the job market (75% of the super-engaged feel that this would strengthen engagement compared with 61% of the neutral, 45% of the disengaged)
- Le sharing certain areas of the company with associations the area where the company is located is attractive to the majority of the super-engaged (66%), ahead of the neutrals (52%) and less than one in two of the disengaged (44%) think so.
- La corporate philanthropy, The commitment of the super-committed (76%), i.e. devoting part of the profits made by the company to an association or another company working for a cause, in the form of donations, is likely to arouse the commitment of the super-committed (76%) more than the average (66%) or the disengaged (50%).
The social and generational mix is also a factor in attachment.
- 70% of Ile-de-France residents surveyed consider social, generational, gender and faith diversity to be «important» when choosing to join a company, a figure that rises to 79% among the super-engaged, and remains high (61%) among the disengaged.
- This importance decreases as the age groups rise (79% for 18-24 year olds compared with 62% for those aged 50 and over)...
- ...and which seems to have an impact on well-being at work: this mix is considered important by 82% of employees with a «very good» well-being rating at work, and by only 56% of employees with the lowest well-being rating.
The barometer also shows that’a management team perceived as mixed strengthens pride of belonging and long-term projection within the organisation.
- 87% of the super-engaged feel that the management team is sufficiently mixed in terms of gender, compared with 74% of the general population and only 55% of the disengaged.
- 80% of employees feel that the most creative meetings are those that involve people of different genders. This figure rises to 89% among the super-engaged and falls to 63% among the disengaged, 37% of whom say they «disagree» (compared to only 11% of super-engaged who disagree).
| What employees in the Paris region really do during meetings The study also holds some surprises for behaviour in meetings. The super-committed are paradoxically the most distracted (or the most «multitasking», with greater porosity between their professional and personal lives): 21 % of them consult and/or reply to their personal e-mails in the middle of a meeting, compared with 8 % among the disengaged. 20% of 18-24 year olds consult and/or reply to their personal emails «often» during meetings, compared with only 7% of those aged 50 and over.26% of parents with at least one child under the age of 5 consult and/or reply to their personal emails often during meetings, compared with 10% of those without a child under the age of 5.68% of men consult their personal emails during meetings, compared with less than one in two women (49%)The people of Ile-de-France consider their colleagues to be less committed than themselves: while the average commitment score they give themselves is 7.3/10, they rate the commitment of their peers at 6.9/10. |
