Conversations about unions often focus on what separates union and non-union workers, such as how they think, how they experience their organizations, and what drives their engagement. However, the data tells a more nuanced story. Using insights from the Perceptyx Benchmark Database, which includes feedback from more than 20 million employee survey responses, we can better understand how these two groups experience their work.
What emerges is not a simple story of difference, but one of shared priorities and connection. Engagement, in particular, stands out as the great equalizer, bridging many of the gaps that might otherwise define the union and non-union experience. While there are distinctions in areas like development and vision for the future, engagement consistently predicts more positive perceptions across both groups.
As our research shows, employee engagement continues to be at the heart of organizations’ listening strategies, and this holds true regardless of union status. The question isn’t whether union workers are fundamentally different, but how engagement shapes their experience.
When it comes to engagement, both union and non-union employees show meaningful levels of pride, commitment, and satisfaction, though the data reveals a few differences in emphasis.
Our research shows that engaged employees are 6.3x as likely to be fully engaged when they receive the right support, and this multiplier effect likely works equally well for both union and non-union workers.
Taken together, these results suggest that engagement operates as a leveling force. Union employees may express slightly lower pride and advocacy scores overall, but their intent to stay nearly matches that of their non-union peers. When employees are engaged, they demonstrate loyalty and belief in their work, regardless of employment type.
Both union and non-union employees value growth, though they may experience it through different structures and expectations. For many union employees, fairness and access to opportunity are central to the development experience. Sixty percent of union employees agree that there is equal opportunity for people to have a successful career, compared to 69% of non-union employees. Among highly engaged employees, those perceptions climb to 82% and 85%, respectively. This is a reminder that engagement amplifies optimism across all types of workplaces.
Perceptions of career opportunity follow a similar pattern, with 61% of union employees and 66% of non-union employees seeing pathways for growth within their company. Engagement again plays a major role: among the highly engaged, those numbers jump to 82% and 80%, respectively.
When it comes to skill development, both groups express confidence that their organizations invest in them. Seventy percent of both union and non-union employees say they are satisfied with the training they receive, and highly engaged employees report even higher satisfaction. The belief that one is given the opportunity to improve skills shows a slightly wider gap, at 64% for union and 75% for non-union employees, but the story remains consistent. Among highly engaged employees, both union (90%) and non-union (91%) employees demonstrate similar perceptions of opportunity.
One area of notable similarity is the sense that work makes good use of employees’ skills and abilities. Seventy-two percent of union employees and 79% of non-union employees agree, but among highly engaged employees, those figures rise above 90% in both groups.
In other words, growth and development perceptions vary modestly between union and non-union employees, but engagement consistently narrows the gap. As our analysis of frontline workers shows, recognition and development opportunities must be made visible across all roles, not just those with traditional advancement paths. The most engaged employees, no matter their employment structure, see opportunity, fairness, and skill utilization as part of their daily experience.
Where union and non-union perspectives diverge more clearly is around the organization’s future. Confidence in leadership and clarity of vision show noticeable gaps, yet engagement again appears to unite employees around optimism and understanding.
Among union employees, 63% see a clear link between their work and company objectives, compared to 78% of non-union employees. However, when those employees are highly engaged, the numbers converge, at 85% and 92% respectively. The same pattern holds for senior leadership perceptions. Fifty-one percent of union employees agree that senior management communicates a clear vision for the future, versus 66% of non-union employees. Confidence in senior management itself sits at 51% for union and 67% for non-union employees, and belief that the company is doing what’s necessary to compete effectively stands at 57% and 67%, respectively.
But here’s the key: across all of these items, engaged employees consistently report much higher scores than their less engaged peers. In every case, engagement appears to lift perceptions by 20 to 30 percentage points, regardless of union status.
The differences that do exist, such as slightly higher strategic confidence among non-union employees, may reflect differences in proximity to senior leadership communication rather than differences in motivation or trust. Our research has shown that the further employees are from the top of the organization, the less confident they feel about the company’s future direction, and union workers often experience this distance more acutely.
The findings make one thing clear: engagement is the foundation on which positive employee experiences are built, for both union and non-union employees. As the difference between employee experience and engagement becomes clearer, organizations must focus on both the outcomes and the drivers.
But data alone is only useful if it leads to action. Organizations can use these insights to strengthen connection and trust across the workforce.
Engagement consistently shapes how employees view their work, growth, and leadership. Treat it as the starting point for improving all aspects of the employee experience. Mature listening programs, including AI agents for conversational listening and employee activation, use multiple methodologies to capture the full employee experience, ensuring no group is overlooked.
Formal pathways and equitable access matter, but employees also need personalized feedback and support. Equip managers to help employees translate opportunities into real growth. The right survey questions can identify real barriers to engagement for both union and non-union populations.
Differences in confidence and clarity suggest that not all employees hear or experience leadership messages equally. Reinforce how individual roles connect to the company’s vision, ensuring union workers aren’t left out of strategic communications.
The consistent patterns across groups show that engagement lifts every metric. Regularly examining how engagement interacts with key outcomes can reveal where to focus efforts for the greatest impact. Organizations that ask for and then act on feedback see engagement scores improve, regardless of workforce composition.
Across millions of responses, the story remains consistent. While union and non-union employees bring different contexts and expectations to work, their core needs — to feel proud, to grow, and to believe in their organization’s future — are strikingly similar. Engagement bridges those differences, reminding us that, at every level, people want to feel that their work matters and that they have a future worth investing in.
Whether your organization includes union workers, non-union employees, or both, the path to success runs through engagement. Perceptyx’s comprehensive listening platform helps you understand the unique needs of every employee group while identifying the universal drivers that unite them.
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