The Great Resignation & Quiet Quitting: UK Workers’ Rights in Flux
Online communities like r/antiwork have grown by 750% throughout 2019, reaching two million members today1. This staggering statistic reflects the seismic shifts taking place in the UK’s workforce, as employees re-evaluate their priorities and expectations. The Great Resignation, quiet quitting, and now quiet hiring have become buzzwords that encapsulate the evolving landscape of the job market.
Employees are seeking more than just a paycheck – they desire better work-life balance, competitive remuneration, and increased job satisfaction. Quiet quitting, a phenomenon where workers disengage from their duties, has become a trending response to the perceived disconnect between employee and employer expectations1. Meanwhile, businesses are exploring tactics like quiet hiring, the internal shuffling of employees, to navigate the current economic climate.
These seismic shifts in the workplace highlight the widening gap between what workers want and what employers are offering. As both grapple with the uncertainties of the post-pandemic landscape, understanding the evolving rights and responsibilities of UK workers is crucial.
Key Takeaways
- The Great Resignation and quiet quitting reflect the changing expectations of UK workers, who now prioritise work-life balance, competitive pay, and job satisfaction.
- Quiet hiring, the internal shuffling of employees, is a new tactic businesses are using to navigate the current economic climate.
- The widening gap between employee and employer expectations highlights the need to understand the evolving rights and responsibilities of UK workers.
- The rise of online communities like r/antiwork demonstrates the growing discontent among workers, with a 750% growth in membership during 20191.
- Businesses must adapt their HR policies and practices to address the changing workforce trends and retain top talent.
Talent Management Today: Changing Employee-Employer Expectations
In the wake of the pandemic, the dynamics between employees and employers have undergone a remarkable transformation. Over 90% of HR leaders are excited about the future, yet 66% are worried about it2. Talent management has emerged as the top priority for HR and business leaders, as they navigate the shifting landscape of employee expectations2.
The Great Resignation and Shifting Employee Expectations
The United Kingdom has witnessed a surge in employees resigning from their jobs, a phenomenon known as the “Great Resignation.”3 Dissatisfaction with traditional work structures has led to employees becoming disengaged and less productive, signifying a fundamental change in the workforce3. Organizations that invest in training and development are more likely to retain employees, fostering increased loyalty and engagement3.
Quiet Quitting: The Rise of Disengaged Employees
Alongside the Great Resignation, another trend has emerged – quiet quitting. 8 in 10 employees have been ‘quiet hired’, actively withdrawing from their work and doing the bare minimum2. This disengagement can be particularly concerning, as 52% of workers are feeling burned out, a 9% increase since the global pandemic2. HR leaders must engage more with employees to understand their concerns and find ways to better support them, addressing the root causes of this silent discontent.
The shifting employee expectations and the rise of quiet quitting highlight the need for a comprehensive talent management strategy. Employers must adapt to these changes, focusing on work-life balance, job satisfaction, and creating an environment that nurtures employee engagement and growth.
“The workplace today comprises employees from multiple generations, each with distinct perspectives and communication styles3. Organizations investing in training and development are more likely to retain employees, leading to increased loyalty and engagement.”3
By understanding and addressing the evolving needs of their workforce, employers can foster a more productive and fulfilling work environment, ultimately benefiting both the organisation and its employees234.
Quiet Hiring: A New Tactic for Internal Talent Mobility
In the face of the ongoing Great Resignation and the rise of quiet quitting, businesses are turning to a new strategy: quiet hiring. This internal shuffling of employees to fill gaps, rather than hiring new people, is a reflection of the current economic climate5.
With tighter operating costs and decreasing profit margins, organisations are looking to tap into their internal resources rather than hiring externally. Quiet hiring can provide development opportunities for employees, allowing them to take on stretch assignments, grow their skills, and become more valuable to the organisation67.
However, this approach is not without its concerns. There are worries that if workers take on too much, it could lead to increased stress and burnout. Managers must strike a careful balance, providing clear work priorities and support to avoid overwhelming their teams6.
| Quiet Hiring Tactics | Benefits | Challenges |
|---|---|---|
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|
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Ultimately, quiet hiring can be a valuable tool for organisations navigating the turbulent waters of the current employment landscape. By prioritising internal talent mobility, businesses can tap into their existing resources, develop their workforce, and improve retention rates – all while managing costs567.
“Quiet hiring is a HR tactic used to promote internal talent mobility.”6
As the employment landscape continues to evolve, organisations must be adaptable and innovative in their talent management strategies. Quiet hiring may not be the sole answer to the Great Resignation, but understanding its implications is crucial for businesses seeking to retain and develop their most valuable assets – their employees6.
The Great Resignation & Quiet Quitting
In the aftermath of the COVID-19 pandemic, the British workforce has undergone a remarkable transformation. Two significant phenomena have emerged – the Great Resignation and quiet quitting. These trends reflect a shifting mindset among employees, as they reassess their priorities and expectations from their jobs8.
The Great Resignation has seen record numbers of people leaving their jobs, with the national quit rate in the UK rising from 1.6% in April 2020 to 3% in November 20218. This exodus has been driven by a desire for better work-life balance, competitive pay, and increased job satisfaction, with many citing low pay, lack of growth opportunities, and feeling disrespected as the top reasons for leaving their roles8.
Concurrent with the Great Resignation is the rise of quiet quitting, where employees disengage from their work and do the bare minimum required without leaving their jobs. Between 13% and 20% of Britons have reported being actively disengaged at work since 20008. Interestingly, over half of quiet quitters were looking for a new job, suggesting a potential transition to the Great Resignation9.
These trends have led to a widening gap between employee and employer expectations, as workers prioritise their well-being and work-life balance over simply putting in long hours. Employers must now adapt to this shifting landscape, recognising the need for effective leadership and reskilling to engage with the evolving needs of the workforce9.
The labour market has fundamentally changed, and leaders are now faced with the challenge of retaining and maximising talent productivity in the face of phenomena like quiet quitting9. By addressing the root causes of employee disengagement and providing a more supportive work environment, organisations can not only prevent further attrition but also cultivate a thriving, committed workforce9.
“The Great Resignation has led to elevated rates of Britons quitting their jobs at the start of 2021, and these rates have yet to return to normal.”10
As the British workforce continues to navigate these uncharted waters, employers must be proactive in adapting their strategies to meet the changing needs and expectations of their employees. By embracing the lessons of the Great Resignation and quiet quitting, organisations can strengthen their talent management practices and foster a more engaged, productive, and satisfied workforce.
The Importance of Pay Transparency in Closing Gender and Racial Pay Gaps
Pay transparency has emerged as a crucial tool in addressing the persistent gender and racial pay gaps that have plagued workplaces for decades11. The introduction of pay transparency legislation in regions like New York City, California, and Washington has been a positive step towards creating more equitable compensation practices12.
However, experts caution that pay transparency alone is not a panacea11. While the legislation requires employers to disclose salary ranges, it does not always mandate the listing of exact salaries, and additional compensation like bonuses and equity are often not covered11. This means that disparities can still exist, with some groups, such as women, people of colour, and LGBTQ+ workers, potentially ending up at the lower end of the pay scale11.
Despite these limitations, pay transparency can help smooth the interview process and create more positive workplace cultures11. By providing greater transparency, employees can make more informed decisions about their compensation and negotiate more effectively12. Furthermore, pay transparency can shine a light on systemic biases and encourage employers to address the root causes of wage gaps11.
As the labour market continues to evolve, with the emergence of buzzwords like ‘The Great Resignation’ and ‘Quiet Quitting,’11 the need for pay transparency has never been more pressing12. Employees are increasingly demanding more transparency and fairness in their compensation, and employers who fail to address these concerns risk losing top talent12.
In conclusion, while pay transparency legislation is a positive step, more work is needed to address the systemic biases that contribute to gender and racial pay gaps11. By embracing transparency and actively working to create more equitable compensation practices, we can help build a more just and inclusive workforce11.
| Demographic | Earnings Compared to White Men |
|---|---|
| Women | 83 cents to every dollar13 |
| Black Women | 63 cents for every dollar13 |
| Latinx Women | 57 cents for every dollar13 |
The push for pay transparency has gained momentum in recent years, with several states and regions taking action to address wage disparities12. As of 2023, analysts estimate that around 1 in 4 workers in the U.S. will be covered by state or local laws mandating pay transparency12.
“Pay transparency can shine a light on systemic biases and encourage employers to address the root causes of wage gaps.”
While the progress made through pay transparency legislation is encouraging, there is still much work to be done to ensure that all workers, regardless of their gender, race, or ethnicity, are paid fairly and equitably11. By continuing to advocate for transparency and addressing the underlying biases that contribute to pay disparities, we can work towards a more just and inclusive workforce11.
Hybrid Work: A Work in Progress
The transition to hybrid work has been an ongoing process, with many companies adopting an ad-hoc approach and facing challenges in creating sustainable setups14. As the workforce evolves, with millennials projected to represent 75% of the global workforce by 202514, organisations must adapt to the changing needs and preferences of their employees.
Addressing the Challenges of Hybrid Work Setups
One of the key challenges in hybrid work setups is ensuring inclusive accommodations for workers with diverse needs. Employees dealing with long COVID or other health concerns, as well as those with social anxiety or other individual requirements, often struggle to find a one-size-fits-all solution15. The shift to remote work has also altered work dynamics, potentially leading to employee alienation and a loss of regular support and connection within organisations15.
The Role of Remote Leaders in Sustaining Hybrid Work
In response to these challenges, some organisations are turning to dedicated “remote leaders” to focus on making hybrid work successful. However, experts warn that the “yo-yoing” between in-office and remote work can breed uncertainty and discomfort for employees15. The need for flexible and transparent internal processes is crucial, as the demand for talent increases and employees seek more autonomy and work-life balance15.
As organisations navigate the complexities of hybrid work, the role of remote leaders in fostering a inclusive, engaged, and productive workforce will be crucial16. With the majority of young workers preferring a blended work schedule or remote work option16, employers must prioritise adapting to the evolving needs and preferences of their employees to remain competitive and retain top talent.
“The shift to remote work has altered work dynamics, potentially leading to employee alienation and a loss of regular support and connection within organisations.”
Layoffs and Firings: The Shifting Economic Landscape
As the UK economy navigates a challenging period, the job market has seen a surge in layoffs and dismissals, particularly within the tech sector17. This economic downturn has forced companies to tighten their belts, leading to high-profile job cuts at tech giants like Twitter and Meta17. The nature of these dismissals, with some occurring virtually via Zoom or email, has only added to the emotional toll on affected employees17.
Interestingly, the stigma surrounding layoffs appears to be diminishing as the scale of the current situation becomes more widespread17. Many workers, finding themselves in this predicament, are seeking community and support in their job search, recognising that they are not alone17. This shift in perspective reflects the changing economic landscape, where job security is no longer a given, even for those in the lucrative tech and finance sectors17.
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As the economic downturn continues to unfold, employers must navigate the complex landscape of layoffs and firings with empathy and transparency17. The rise of “virtual dismissals” has further exacerbated the challenges faced by both employers and employees, underscoring the need for more effective communication and support during these tumultuous times17.
The shift in perspective towards layoffs and the growing acceptance of job changes for better compensation highlight the evolving dynamics between employers and employees17. Companies must re-evaluate their approach to talent management, recognising the importance of fair compensation, work-life balance, and creating a culture of engagement to retain their workforce17.
“The term ‘Quiet Quitting’ started to gain attention in the Fall of 2022, alongside terms like ‘Quiet Firing,’ ‘Loud Layoffs,’ and ‘Quiet Hiring,’ indicating the shifting dynamics in the economic landscape.”18
As the UK navigates this economic downturn, the lessons learned from the current wave of layoffs and dismissals will be crucial in shaping the future of work and employer-employee relationships17. By embracing transparency, empathy, and a focus on employee well-being, organisations can weather the storm and emerge stronger, better equipped to foster a resilient and engaged workforce17.
The Power Pendulum: Balancing Employee and Employer Expectations
The tug-of-war between employers and employees over power dynamics has been a defining theme in the UK’s labour market throughout 2022. With economic conditions initially favouring workers, the balance of control has largely rested in the hands of employees. However, experts predict this power pendulum may soon start to swing back as economic forces shift, potentially giving employers more leverage once again19.
Employee Bargaining Power and the Demand for Flexibility
Against the backdrop of high attrition, talent shortages, and productivity challenges19, many workers have found themselves in an enviable position, able to demand better pay, benefits, and workplace flexibility. This has been particularly true for younger generations, who are no longer willing to simply accept poor treatment and a lack of respect from employers20.
Indeed, the pandemic has fundamentally altered employee attitudes towards work, with a growing preference for remote and hybrid work models21. A significant proportion of the workforce, up to 70% according to some surveys21, have made it clear they would quit if their employers required a full-time return to the office19.
However, as economic conditions worsen and layoffs rise, the power dynamic may start to shift20. Employers may find themselves with more leverage to set the terms of employment, potentially forcing workers to accept less favourable arrangements. Navigating this delicate balance will be a critical challenge for organisations in the months and years ahead.
Ultimately, the need to find a middle ground between employee and employer expectations has never been more pressing. Businesses that can successfully strike this balance, while also addressing wider issues like the cost-of-living crisis and generational divides, will be best positioned to retain and attract top talent in the face of an uncertain economic climate201921.
A Powerful Multigenerational Workforce: Preparing for Generation Alpha
As we witness the emergence of Generation Alpha, the first generation born entirely in the 21st century, organisations must prepare for the impending “generational digital divide.”22 Generation Alpha, with their innate digital skills and familiarity with the latest technologies, will soon join the workforce, posing a unique challenge for businesses to bridge the gap between their tech-savvy younger employees and the more experienced, yet potentially less digitally adept, existing workforce.
To address this issue, companies must prioritise continuous upskilling and reskilling initiatives that empower their multigenerational workforce to stay ahead of the curve22. This strategic approach not only ensures that their seasoned employees remain competitive but also fosters a collaborative, inclusive environment where knowledge and expertise can be seamlessly shared across generations.
Bridging the Generational Digital Divide
One of the key priorities for organisations will be to provide tailored training and development programmes that cater to the diverse digital proficiencies within their workforce22. This might involve pairing younger, tech-savvy employees with their more experienced counterparts, enabling the transfer of digital skills through mentorship and on-the-job learning. Additionally, investing in comprehensive digital literacy courses and workshops can help upskill the existing workforce, ensuring they are equipped to navigate the evolving technological landscape.
Embracing a culture of continuous learning and adaptation will be crucial in bridging the generational digital divide22. By fostering an environment that values cross-generational collaboration and the exchange of knowledge, businesses can harness the unique strengths of each cohort, ultimately creating a more cohesive, resilient, and future-ready workforce.
As we navigate the complexities of this multigenerational workforce, it is essential to recognise that the digital skills and workplace expectations of Generation Alpha will continue to shape the future of work22. By proactively investing in the development and integration of this tech-savvy generation, organisations can unlock the full potential of their talent pool and stay ahead of the curve in an increasingly competitive and rapidly evolving business landscape.
“The future of work is here, and it demands a strategic, inclusive, and forward-thinking approach to talent management. Embracing the unique strengths of each generation will be the key to unlocking unprecedented innovation and growth.”
Overhauling Performance Management for Continuous Conversations
In today’s rapidly evolving work landscape, traditional performance management processes are often not fit for purpose. Studies reveal that over three-quarters of companies are not utilising automated data collection and analysis, or providing continuous feedback and competency assessments to their employees23. This outdated approach fails to keep pace with the changing needs and expectations of the modern workforce.
Experts predict that the annual appraisal will soon be replaced by a model of continuous conversations, where employees have a real-time sense of how they’re performing and where they can improve. This shift is essential for organisations to effectively support the ongoing development of their workforce and address the growing phenomenon of ‘quiet quitting’, where disengaged employees reduce their effort and contribution24.
Implementing the right HR technology will be vital for organisations to successfully transition to this new approach. Advanced analytics can provide valuable insights into employee engagement, competencies, and development needs, enabling managers to have more meaningful and impactful conversations25.
By overhauling their performance management systems to prioritise continuous feedback, competency assessments, and employee development, organisations can foster a culture of growth, engagement, and shared success. This proactive approach not only benefits employees but also strengthens the organisation’s ability to adapt and thrive in an ever-changing business environment.
To stay ahead of the curve, organisations must be willing to challenge the status quo and invest in innovative HR technology and practices. By prioritising continuous conversations and employee development, they can empower their workforce, drive performance, and position themselves for long-term success232425.
Conclusion
The Great Resignation, quiet quitting, and quiet hiring are all workplace trends that reflect the widening gap between employee and employer expectations in the post-pandemic landscape. 53% of HR professionals are reported to be burned out due to the Great26, while almost 7 in every 10 British employees feel confident about moving to a new job in the next couple of27. To navigate this shifting landscape, organisations must reassess their talent management strategies, focusing on developing cultures that employees want to be a part of, providing greater transparency and flexibility, and overhauling outdated performance management systems.
As the UK workforce continues to evolve, with phenomena like quiet quitting impacting productivity and unit labour28, businesses must be proactive in addressing these challenges. By fostering strong employee-employer relationships, offering competitive compensation and benefits, and empowering their workforce, organisations can better position themselves to attract and retain the talent needed to thrive in the years ahead.
Ultimately, the insights gained from the Great Resignation and quiet quitting trends highlight the need for a fundamental shift in how we approach talent management. By aligning our practices with the evolving needs and expectations of today’s workforce, we can build more resilient and engaged organisations that are primed for long-term success.
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