The rise of quiet quitting
Britons are increasingly opting to meet only the minimum expectations of their jobs, a practice dubbed “quiet quitting”. The Resolution Foundation’s latest analysis links this behavioural shift to a noticeable dip in workplace engagement over the past decade. Workers, frustrated by stagnant pay and squeezed living costs, are choosing to draw clear boundaries between professional duties and personal time. While the trend began as a social‑media talking point, the data now suggests it is reshaping the broader labour market. “This is self‑evidently bad for workers, but it also doesn’t bode well for productivity and labour supply, both of which are vital for lifting living standards in the years ahead,” said Hannah Slaughter, the think‑tank’s principal economist.
Survey reveals shifting attitudes
A large‑scale poll of 4,656 adults shows a clear retreat from extra‑role effort. The proportion of respondents willing to go the extra mile for their employer fell from 69 % in 2015 to 55 % in 2025. Meanwhile, the share of workers who are not even “fairly” satisfied with their roles has dropped to one in four – the lowest level recorded. Interestingly, only 63 % now describe their job as interesting, down from 74 % a decade earlier. The report concludes that today’s workforce is “a little less committed to their employers, and a little less intrinsically drawn to work in general, than workers were a decade ago.”
Employees are also placing greater emphasis on remuneration and flexibility. The analysis notes that the focus on pay is “perhaps unsurprising… given the flatlining living standards of the past decade.”
Economic implications and expert views
The slowdown in productivity growth, already weak since the financial crisis, has been further aggravated by this disengagement. Sir John Curtice, a politics professor and co‑editor of the report, cautioned that the findings do not mean younger generations have become “more ‘work‑shy’, nor have workers in general become more reluctant to change jobs.” However, he added, “If workers are to be fully engaged in their work, it has seemingly become more important for employers to provide jobs that are both financially rewarding and have flexible work hours.”
The implications stretch beyond individual firms. A less willing workforce can hamper innovation, slow the adoption of new technologies, and ultimately constrain the UK’s capacity to raise living standards. As the labour market tightens, employers may need to rethink how they attract and retain talent, placing greater value on purpose, flexibility, and fair compensation.
What employers can do
To counter the quiet‑quitting trend, organisations are urged to redesign roles that foster intrinsic motivation. Offering clear pathways for career progression, ensuring workloads are manageable, and providing opportunities for skill development can help re‑ignite employee interest. Flexible scheduling, remote‑work options, and transparent communication about expectations also play a crucial role. Companies that invest in a supportive culture are more likely to see higher engagement and, consequently, better productivity outcomes.
Ultimately, addressing the quiet‑quitting phenomenon requires a collaborative effort. Policymakers, business leaders, and workers themselves must work together to create an environment where employment is both rewarding and sustainable.
Why it Matters
The quiet‑quitting wave is more than a buzzword; it signals a fundamental recalibration of the relationship between employees and employers in the UK. As fewer workers are willing to exceed their formal duties, the economy faces a tangible risk of slower growth and reduced competitiveness. This shift underscores the urgent need for employers to adapt by offering fairer pay, greater flexibility, and more meaningful work. Failure to respond could entrench a cycle of disengagement, further dampening productivity and stalling improvements in living standards for years to come.
