One in three UK workers have admitted to quiet quitting and showing up to work with the purpose of doing no more than what is required to stay employed, according to new research from BetterUp.

Comparatively, 14 percent of respondents are ‘thrivers’: those who have found the sweet spot between work and life, able to maintain high levels of wellbeing and engagement at work.

Thrivers are more resilient (14%), have higher purpose and meaning in their work (26%), and have a greater sense of agency and ability to achieve goals (27%).

These workers also fare slightly better at emotional and physical wellbeing and stress management.

What about wellbeing?

The survey shows that quiet quitters make a trade-off between engagement and wellbeing.  This group are 26 percent better at stress management, 29 percent better rested and 24 percent less likely to suffer burnout, especially in comparison to “workaholics” – those who are engaged but have low work-life balance.

However, what quiet quitters make up for in wellbeing, they lack in their relationship to work, job performance and sense of belonging. The research found that this group feel less sense of purpose at work (16%), have less motivation to continue to learn and grow within their roles (13%) and show less organisational commitment than workaholics (13%).

This is less than ideal for employers as the struggle to retain top talent and boost productivity continues in UK businesses.

Dr. Erin Eatough, Director of Behavioural Science at BetterUp says that as “economic headwinds continue to impact UK workers and businesses alike, productivity, engagement and wellbeing become paramount to business leaders as they try to stay afloat.”

Poor leadership and workplace culture 

Significantly, however, the survey reveals that poor leadership and workplace culture were found to be the two leading factors which influence quiet quitting, highlighting a need for business leaders to consider their role in engaging the workforce.

Thrivers, on the other hand, have 24 percent more sense of belonging, and are 17 percent more likely to come from a culture of psychological safety and coaching in their organisations.

However, with one in three thrivers at risk of becoming a quiet quitter within the course of several months due to low wellbeing, meaning and purpose, it is important to also ensure that preventative measures are consistently being taken to maintain engagement.

Dr. Erin Eatough continues: “Organisations are now more than ever paying attention to how their workforces are engaging, thriving, and belonging in the workplace.”

“By supporting managers and employees – providing opportunities for growth development, training and creating the space to share their most authentic selves – businesses can help reignite engagement amongst their employees so that they can thrive at work-life balance, but also value the work that they do.”

 

 

 

 

 

Amelia Brand
Amelia Brand

Amelia Brand is the Editor for HRreview, and host of the HR in Review podcast series. With a Master’s degree in Legal and Political Theory, her particular interests within HR include employment law, DE&I, and wellbeing within the workplace. Prior to working with HRreview, Amelia was Sub-Editor of a magazine, and Editor of the Environmental Justice Project at University College London, writing and overseeing articles into UCL’s weekly newsletter. Her previous academic work has focused on philosophy, politics and law, with a special focus on how artificial intelligence will feature in the future.