A growing number of knowledge workers across the UK and other developed economies are quietly withdrawing from their jobs, with more than 40 percent reporting reduced motivation, emotional withdrawal and feeling unappreciated over the last year, new research shows.
The findings, released today by digital transformation consultancy Adaptavist, highlight what the company calls a “quiet cracking” crisis in global workplaces. The survey of 4,000 knowledge workers in the UK, United States, Canada, and Germany found that nearly half (47 percent) had noticed a negative change in their own performance or focus in the past 12 months.
The study points to a series of underlying causes, with a lack of clarity about the purpose of work, excessive corporate jargon, and rising “technostress” all playing significant roles in employee disengagement and stress.
A Widespread Withdrawal
According to the research, 42 percent of knowledge workers said their motivation had declined in the last year, while 41 percent felt unappreciated by managers, and 40 percent had emotionally withdrawn from their roles.
Feelings of hopelessness about career advancement (38 percent), fears about job security (38 percent), reduced communication with colleagues (37 percent) and a loss of confidence (32 percent) were all cited as drivers of declining engagement.
The research also found that almost three-quarters (74 percent) of knowledge workers did not always understand the reason for their assigned tasks. The same proportion said jargon such as “KPIs” and “efficiency” and “action items” led them to disengage, with 39 percent reporting frustration several times a week.
Digital Noise and Technostress
More than a quarter of respondents (27 percent) said they felt overwhelmed by digital “noise” at work. Those who reported technostress were more likely to say that technology negatively affected their mental health, anxiety and stress levels.
The data suggests that technology can either support or undermine wellbeing depending on the foundations of workplace communication and culture. It draws a sharp distinction between employees who understand the purpose behind their tasks and those who do not.
Just 19 percent of those who always understood the “why” behind tasks reported reduced confidence, compared to 38 percent of those who did not. Emotional withdrawal, motivation and job security concerns were all less common among workers who had clarity about their role and goals.
The findings also show that employees who understand their purpose are more likely to feel energised and motivated by their work environment (61 percent versus 29 percent), and less likely to disengage due to business jargon.
Conversely, only a third (34 percent) of 18- to 24-year-olds said they “sometimes” or “rarely” understood the reason behind their tasks, a figure significantly higher than among older employees.
Expert Perspective
Neal Riley, innovation lead at Adaptavist, said the findings were a wake-up call for heads of organisations.
“Leaders can no longer afford to ignore the cracks in workplace engagement, and evidently, employees need clarity and purpose, not buzzwords,” Riley said.
“With over a quarter of workers overwhelmed by digital noise, it’s clear that teams need tools that support effective collaboration, purposeful communication and which don’t exacerbate stress and workloads.
“Our findings underscore the critical importance of articulating the ‘why,’ pinning strategy to execution, and aligning teams around shared outcomes to both protect morale and boost performance.”
Addressing ‘Quiet Cracking’: Solutions for Employers
Experts and industry observers suggest several practical steps employers can take to tackle quiet disengagement:
Explain the ‘why’: Leaders should communicate the purpose and impact of tasks, tying them to wider organisational goals.
Reduce jargon: Cut out business-speak and use plain language in meetings, emails and team updates to promote inclusion and understanding.
Support digital wellbeing: Audit digital tools and channels to avoid information overload, and provide training in managing digital workflows.
Develop managers’ skills: Invest in manager training so leaders can spot signs of emotional withdrawal, build trust, and check in on staff wellbeing.
Develop open dialogue: Create regular opportunities for staff to give feedback on their workload, goals and concerns.
Clarify progression paths: Be clear about how employees can develop, what is expected, and how they can progress within the organisation.
Encourage peer support: Promote team-based problem solving, mentoring and informal catch-ups to counter isolation.