The Debate Around Quiet Quitting
The term ‘quiet quitting’ has sparked widespread debate in the workplace. While some see it as a red flag signalling disengagement and an eventual exit from the company, others argue it’s simply about setting healthy boundaries and doing what a job requires — nothing more, nothing less.
But is quiet quitting actually real? Some argue it’s just a new term for an old behaviour — employees fulfilling their job descriptions without going beyond their contractual obligations. Others believe it represents a cultural shift, as more workers reject excessive workloads and unpaid overtime. The reality is likely somewhere in between, with different industries and workplaces experiencing it in different ways.
A 2023 report from the Chartered Institute of Personnel and Development (CIPD) found that six in ten UK employees feel disengaged at work,with many citing lack of recognition and poor work-life balance as key reasons. Similarly, a survey by Gallup’s State of the Global Workplace report suggested that only 10% of UK employees feel engaged in their work, one of the lowest rates in Europe.
Is Quiet Quitting a Warning Sign?
Some employers believe that quiet quitting is a symptom of deeper dissatisfaction. They argue that when an employee stops going above and beyond, it indicates they are disengaged, unmotivated, and possibly considering leaving the organisation. This perspective suggests that quiet quitting could be a precursor to actual resignation, making it a pressing concern for businesses.
From this viewpoint, quiet quitting may:
- Reduce innovation and collaboration within teams.
- Lead to a culture where minimal effort becomes the norm.
- Signal to employers that an individual no longer sees long-term prospects within the organisation.
Employees showing signs of quiet quitting in this way may start withdrawing from team discussions, putting in less effort towards creative problem-solving, or avoiding additional tasks they once volunteered for. They might also demonstrate a decline in enthusiasm for company initiatives or social events, which could indicate they feel disconnected from the organisation.
Or Is It Just Work-Life Balance?
On the flip side, many argue that quiet quitting isn’t about disengagement at all — it’s about setting reasonable work boundaries. Employees who embrace quiet quitting are often fulfilling their contractual obligations while protecting their personal time and mental well-being. They reject the idea that success is tied to overworking and believe in a balanced approach to work.
From this perspective, quiet quitting:
- Encourages a healthier approach to work-life balance.
- Prevents burnout and enhances long-term productivity.
- Challenges outdated ‘hustle culture’ expectations.
Employees in this category may be highly productive during working hours but strictly adhere to finishing on time. They may decline last-minute urgent requests that fall outside their responsibilities, push back against unrealistic deadlines, or avoid answering emails outside of working hours. However, they may still be engaged in meetings, contribute to discussions, and deliver high-quality work.
Research by Mental Health UK found that over 80% of UK employees have experienced workplace stress, with excessive workloads and long hours being key factors. Meanwhile, the CIPD’s Good Work Index highlights that employees with a better work-life balance report higher job satisfaction and overall wellbeing.
What Can Employers and Employees Do?
Regardless of your stance on quiet quitting, there are steps both employers and employees can take to foster a positive work environment that balances engagement and healthy boundaries.
Employers
- Encourage Open Dialogue: Regular check-ins and honest conversations about workload, career growth, and expectations can help employees feel heard and valued.
- Recognise and Reward Effort: Acknowledge and compensate employees who go above and beyond to prevent feelings of being undervalued.
- Provide Career Development Opportunities – Clear progression paths, upskilling programmes, and mentorship can keep employees motivated and engaged.
- Create a Culture of Flexibility: Promoting work-life balance through flexible working hours, mental health support, and realistic expectations can help retain talent and prevent burnout.
- Address Workload Concerns: If employees are pulling back, it may be a sign they feel overwhelmed. Ensuring workloads are fair and manageable can make a significant difference.
Employees
- Communicate Boundaries Clearly: Setting limits on workload and working hours while communicating these boundaries with managers can help avoid misunderstandings.
- Show Engagement in Other Ways: Employees can demonstrate commitment by actively participating in meetings, offering innovative ideas, and collaborating with colleagues.
- Seek Growth Opportunities: Engaging in professional development and seeking challenges within the job can help employees remain motivated without overextending themselves.
- Be Transparent About Career Goals: If an employee feels unchallenged or undervalued, discussing long-term career aspirations with leadership can help align expectations and opportunities.
- Advocate for a Healthy Work Culture: Employees can play a role in shaping workplace culture by promoting fairness, collaboration, and open communication.
Join the Discussion
What do you think? Is quiet quitting a sign that employees are on their way out, or is it a natural shift towards a healthier work-life balance? At Morgan Hunt, we see the value in both arguments and believe the discussion is worth having. Let’s talk about what it really means for the future of work.
If you’re an employee looking for a job with an organisation that champions a healthy and inclusive workplace culture, check out our job search page or explore our career advice hub for further work-life guidance. For employers, visit our client page for advice on building a workplace culture that is both productive and focused on employee wellbeing.
Need further guidance? Get in touch with us at info@morganhunt.com.