New research has revealed urgent motivation challenges at the heart of the UK frontline workforce, with many actively quiet quitting.
In its major new research, From Unsung Heroes to Quiet Quitters, Flip has found that a fifth (21%) of frontline workers openly admit to doing the bare minimum to keep their jobs, and two-fifths (41%) of demotivated employees plan to remain in their roles for more than three years.
While the ‘quiet quitting’ phenomenon is widely documented in white-collar workforces, the research finds it is now well established in frontline sectors. And with a large proportion of ‘quiet quitters’ planning to stay in their roles despite low motivation, businesses face a long-term productivity challenge as they look to 2025. The data indicates UK manufacturing has a particularly ingrained challenge, with 52% of its workers reporting they’re only doing the bare minimum to keep their jobs.
Flip’s report uncovers several critical drivers of frontline disengagement, with a lack of employee recognition topping the list for UK workers. While 72% of ‘satisfied’ employees feel recognised and appreciated, only 4% of ‘dissatisfied’ workers do – a massive 69 percentage point gap. Other significant dissatisfaction drags include workplace conditions and effective communication, with a respective 66 and 63 percentage point difference between satisfied and dissatisfied workers.
Stress and burnout further exacerbate challenges to frontline motivation. Flip’s data shows that nearly two-thirds (61%) of frontline employees experience stress or burnout at least once a month, with 21% experiencing it multiple times a week. Despite the well-documented impact of stress on well-being and productivity, only 30% of employees feel as though their manager supports them during difficult times. Compounding this, half (55%) of frontline employees say that poor communication is impacting their work quality and/or productivity.
The research points to some significant opportunities for employers to close the motivation gap. For example, currently only 43% of UK frontline workers feel appreciated and recognised for their work. But the majority (88%) of those who do feel appreciated said they usually feel motivated and willing to go the extra mile – 4X more likely than those who feel unappreciated.
Relationships are also vital to employee motivation, satisfaction, and well-being. Good relationships with coworkers is highlighted by over half (56%) of workers as the main contributor to well-being. Good manager relationships rank fourth at 42%, after job security (49%) and predictable hours (43%).
Benedikt Brand, CEO of Flip, commented:
To stay competitive – both for talent and wallets – businesses need to prioritise frontline employees’ fundamental needs and embed solutions into everyday operations. That means not just paying lip service to workplace culture but really investing in and thinking through the delivery of HR initiatives at multiple points of the employee journey.
Benedikt Brand, CEO of Flip
Flip’s report provides a roadmap for HR, internal communications, and business leaders seeking to defy these trends in 2025. It offers insights and practical recommendations to help employers address disengagement, improve wellbeing, and implement technology that keeps frontline workers securely connected.
Joanne is the editor for Workplace Wellbeing Professional and has a keen interest in promoting the safety and wellbeing of the global workforce. After earning a bachelor's degree in English literature and media studies, she taught English in China and Vietnam for two years. Before joining Work Well Pro, Joanne worked as a marketing coordinator for luxury property, where her responsibilities included blog writing, photography, and video creation.
