uiet quitting has proven to be more than just a passing trend on social media. It is, in fact, a protest against workaholic cultures and a reaction to instability. Companies—while not entirely blameless for the disengagement of employees—must not ignore or dismiss this growing concern. Flexible benefits, in turn, can play a key role in how employers approach and mitigate this phenomenon.
The global impact of quiet quitting
While quiet quitting initially gained attention in specific regions, its reach and impact are now global. Employees worldwide, particularly younger generations, are expressing frustration with a work culture that demands more without offering sufficient rewards. Economic challenges, job insecurity, and the need for work-life balance are universal concerns, and quiet quitting is a global response to these issues.
Protesting against rising living costs and stagnating salaries, nearly half of under-30s admit that, without pay raises or career progression on the horizon, they are inclined to do "the bare minimum" in their roles. This was revealed in a recent survey by global recruitment firm Robert Walters, which gathered responses from several countries across Europe, North America, and Asia.
This behavior isn't entirely new. There have always been employees who are less motivated. However, the real issue here is that, unlike a few individuals who consciously choose to be less productive, 'quiet quitting' is often an unconscious reaction to workplace frustrations.
- Toby Fowlston, CEO Robert Walters
In this context, young workers—often the lowest paid in the workforce—are disproportionately affected. "Their relative lack of experience, further compounded by the challenges of the pandemic, puts them in a weaker position compared to their more seasoned colleagues when negotiating higher salaries", Fowlston continues.
But it’s not just about money. Quiet quitting is also a reflection of a generation that refuses to prioritize work above all else in the pursuit of happiness and a balanced life. "They are not willing to be dominated or enslaved by their jobs", says sociologist Ana Paula Marques.
Ana, also a professor at the University of Minho, points out that this "recalibration" of priorities is tied to the fact that younger generations have grown up knowing they cannot rely on job security or pensions like their parents once could.
While those now in their 30s grew up with job insecurity and retirement uncertainty, those in their 20s have adapted better to this market instability, prioritizing values like happiness, well-being, and alignment with meaningful causes.
- Ana Paula Marques, Sociologist
The solution? Flexible benefits
Addressing the quiet quitting phenomenon, which often begins with disconnection and disengagement, requires more than just salary adjustments. As Fowlston highlights, many employers are not in a position to raise salaries at the same pace as inflation.
This is where flexible benefits can truly make a difference.
- Toby Fowlston, CEO Robert Walters
He lists several options that can make an impact: utility vouchers, travel allowances, and subscriptions to streaming platforms, to name a few. The possibilities are nearly endless: childcare vouchers, gym memberships, free mental health or physiotherapy sessions, retirement and savings plans, remote work options, additional leave days, professional development budgets, and even innovative models like the four-day workweek.
The key takeaway is this: compensation and benefits should be as flexible as possible, able to address the diverse needs, anxieties, and desires of each employee. This approach can go a long way in preventing resignation, or at least ensuring that employees don’t leave for reasons that could have been addressed earlier.
