A study developed by the platform Great Place to Work highlights the risks of “quiet quitting,” a phenomenon increasingly common among workers forced to return to the office.
“Quiet quitting” refers to the emotional and professional disengagement of employees who, while keeping their jobs, stop contributing enthusiastically and begin to undermine the company culture and productivity.
The data shows a direct link between work flexibility and engagement: those who can choose between on-site, remote, or hybrid work are 14 times less likely to quit compared to those required to be at their desks.
The survey also emphasizes the difference between work environments: those with high flexibility have 83% of employees expressing satisfaction, compared to 51% among those employed in places with stricter policies. Employees working remotely are 27% more likely to look forward to the day compared to colleagues working on-site.
In a survey conducted among over 4,400 U.S. employees, it emerges that those working flexibly are not only less inclined to engage in quiet quitting but also show greater interest in active roles. However, about 70% of the workforce is required to return to the office, risking increased disengagement.
The adoption of flexible models is not limited to remote work options. Other solutions, such as compressed workweeks, paid time off, and predictable hours, can reduce a lack of interest and improve employee morale. Companies that invest in these areas manage to create high-trust work environments with greater psychological well-being.
Although not all roles can be performed remotely, building a culture of trust and adopting flexible solutions can help reduce the risk of quiet quitting and maintain high motivation.
