Quiet quitting and financial wellbeing: what employers are missing

Quiet quitting is often dismissed as a social media trend. The evidence suggests it is more than that.

The BBC reports Resolution Foundation research, based on a survey of 4,656 adults, showing that the share of UK workers willing to go the extra mile fell from 69% in 2015 to 55% in 2025. Fewer people also say they have an interesting job: 63%, down from 74%.

So it is worth asking a simple question. What are employers really asking of people, and what are they giving back?

Quiet quitting means doing the job you are paid for and nothing more. No unpaid favours, no emails at night, no extra tasks. People are, in the popular phrase, "acting their wage".

The Resolution Foundation links this to flat living standards and a stronger focus on pay. Low pay rarely motivates, and it is hard to expect extra effort from people whose earnings are not keeping up with their costs.

It helps to treat quiet quitting as a signal, not a character flaw. The researchers are clear that it does not mean people have become work-shy. Their point is that engagement has to be earned, with jobs that are financially rewarding and flexible.

Other factors play a part, of course: flexibility, workload, management quality, burnout and the lasting effects of the pandemic. Each deserves attention.

But the deal between effort and reward looks broken. For many people, pay has stagnated for a decade, and the chance to advance often has too. Some have already worked harder and faster, and seen no pay rise and no promotion as a result.

If people have put in more effort and seen neither a pay rise nor a promotion, giving even more, stops feeling worthwhile. Many feel the more they give, the more will be asked of them. Doing only what the job requires is a reasonable response to that deal. It is not a lack of ambition, dedication or loyalty. Enough may well be enough, and quiet quitting is a silent vote on that deal.

Adding tasks to job descriptions can look like a sensible way to save money and recruitment costs. In practice, it often makes work less interesting and more cumbersome.

Fewer people doing more, for the same pay, is a saving on paper and a cost in practice. Motivation dips, good people look elsewhere, and the recruitment bill you were trying to avoid comes back.

It is worth asking an honest question. Do you feel people should simply be grateful to have a job? Gratitude is not a retention strategy, and at some stage the pendulum can swing too far.

The bigger issue facing employers is one many have made without realising it. Years of tight pay, thin progression and expanding workloads have taught people to protect their energy.

This is not about blame. It is a pattern worth owning. Employers who recognise their part in it are better placed to change it than those who wait for the trend to pass.

Money worries often sit behind disengagement. Stagnant pay and rising costs leave many people stretched, and that strain takes a toll on their stress levels.

Mental Health First Aid England reports that 41% of employees say financial pressure is their biggest stressor. In the CIPD's 2025 Good Work Index survey, money worries caused 19% of employees to lose sleep and 15% to experience health problems such as stress.

Stressed staff also frequently hide their financial difficulty. And when people are stressed, they do not have the bandwidth to do as much work.

Managers and HR teams rarely know how to start the conversation, and online resources tend to get little use. So the problem stays unspoken and unsolved.

Financial distress then shows up as distraction, absence, mistakes and people leaving. These are the very costs employers are trying to cut. In the CIPD's 2026 UK Good Work Index, 32% of UK employees said money worries had affected their ability to do their job.

There are practical steps that make a real difference:

• Recognise financial distress early, before it becomes a bigger workplace issue.
• Give managers, HR professionals and trusted colleagues the confidence to talk about money safely. Financial Wellbeing First Aider training is designed to do exactly that.
• Reach employees with confidential Financial Coaching and Guidance, so people can understand their situation and take practical next steps.

Be honest too, that support does not replace fair pay. Review reward, make progression visible and keep roles meaningful alongside any wellbeing offer. Financial wellbeing support works best as part of that wider picture.

Quiet quitting is telling employers something useful. When effort and reward drift apart, people adjust how much they give, and that is worth listening to.

Financial wellbeing is one part of the answer. It will not fix pay or progression on its own, but it helps people feel supported, focused and able to ask for help sooner.

Source: BBC News: 'Quiet quitting' could be hitting the economy