New research shows return-to-office mandates cause more ‘quiet quitting’

New research from Great Place To Work sheds light on a critical issue: The risk of “quit and staying,” more commonly known as “quiet quitting,” when employees are forced back into the office. This phenomenon can undermine organizational health, productivity and overall workplace culture.

“Quiet quitting” refers to employees disengaging from their work while remaining in their positions and collecting their pay. They fulfill basic job requirements but lack the enthusiasm and commitment that drive innovation and success. This trend is particularly concerning in the context of in-office work mandates.

We already had evidence from federal employees about disengagement due to return-to-office mandates. Namely, the Office of Personnel Management’s annual report on telework within the federal government shows that frequent teleworkers exhibit notably higher engagement levels, with 77 percent reporting elevated engagement, compared to only 59 percent among those who work exclusively in office settings. The report also revealed that an impressive 68 percent of federal employees who telecommute plan to stay in their current roles, significantly higher than the 53 percent of their non-telecommuting peers.

Great Place To Work’s research builds on these conclusions. In its survey of 4,400 U.S. employees, those required to work on site were 14 times more likely to quiet-quit than those who were given a choice between in-office, hybrid and remote work. Additionally, the employees given these options were three times as likely to express a desire to stay with their organization.

The data highlight a clear link between flexible work arrangements and employee engagement. Employees with the freedom to choose their work environment are more likely to report giving extra effort on the job, have a positive relationship with their manager and work in a psychologically and emotionally healthy environment. Despite these findings, a staggering 70 percent of U.S. employees report that their employers mandate their work location. This rigidity can lead to higher turnover risks and disengagement, ultimately fostering a culture of quiet quitting.

The psychological and emotional well-being of employees is significantly affected by their work environment. Remote employees are 27 percent more likely to look forward to work and 19 percent more likely to describe their workplace as psychologically and emotionally healthy compared to their onsite counterparts. Sixty-four percent of employees not subject to in-office mandates report a healthy work environment, significantly higher than the 51 percent among those with strict in-office work policies.

The report also shows how the impact of flexible work arrangements varies across industries, each presenting unique challenges and opportunities. In finance, remote employees need support in connecting with their work’s purpose and feeling valued by their managers. Onsite employees, while benefiting from direct manager interactions, face higher burnout risks.

In technology, employees working remotely enjoy a better work-life balance but require more communication about their roles and their organizations’ future. Onsite employees benefit from strong management relationships but need support to avoid burnout.

In health care, remote workers often feel more understood and valued by their managers, while onsite employees need more recognition and support for their work-life balance.

In manufacturing and production, hybrid employees report higher job satisfaction, fun at work and a sense of having a voice in decisions compared to their onsite peers.

The research underscores that flexibility in work arrangements is just one aspect of creating a great workplace. Not every employee desires remote work, and some roles inherently require onsite presence. However, organizations can still cultivate a positive work environment through various strategies.

Allowing employees to adjust their work hours can help balance personal and professional commitments. A condensed work-week can enhance productivity and employee satisfaction. Ample paid time-off ensures that employees can recharge and maintain a healthy work-life balance. Stability in scheduling can reduce stress and improve job satisfaction for hourly employees. Providing part-time roles can attract a diverse workforce and meet varying employee needs.

Creating a flexible and engaging workplace requires more than just remote work options. Federal agencies can explore several strategies to cater to their employees’ needs and enhance overall job satisfaction. Flexible scheduling allows employees to tailor their work hours to better fit their personal lives, promoting a healthier work-life balance. This can be particularly beneficial for parents or those with other significant commitments outside of work.

Another approach is the four-day workweek, which has been shown to increase productivity and improve employee morale. By compressing the workweek into four days, employees can enjoy a longer weekend, leading to reduced burnout and greater overall satisfaction. Generous paid time-off policies also play a crucial role in maintaining a healthy work environment. When employees have ample time to recharge and address personal matters, they return to work more focused and engaged.

Predictable schedules for hourly workers can alleviate the stress and uncertainty associated with fluctuating work hours. When employees know their schedules in advance, they can plan their lives better, leading to improved mental health and job satisfaction. Furthermore, part-time work opportunities can attract a more diverse workforce, including students, retirees, and individuals with caregiving responsibilities.

The danger of “quiet quitting” is a pressing one. Flexibility in work arrangements significantly reduces the risk of quiet quitting and enhances overall employee engagement and well-being.

Although not all jobs can accommodate remote or hybrid work, creative solutions and a high-trust culture can ensure that all employees feel valued and motivated. As the future of work continues to evolve, it will be essential to prioritize employee-centric policies in order to build thriving and resilient workplaces.

Gleb Tsipursky is CEO of the hybrid work consultancy Disaster Avoidance Experts and the author of “Returning to the Office and Leading Hybrid and Remote Team.