Employee engagement remains a key focus for employers as businesses continue to navigate economic uncertainty, changing employee expectations and evolving workplace cultures. Whilst many employers are familiar with the term quiet quitting, a newer workplace trend known as job hugging is starting to attract attention.
Although both concepts are linked to employee disengagement, they are driven by different factors and can impact organisations in different ways. Understanding the distinction can help employers identify potential issues early, support employee wellbeing and create workplaces where employees genuinely want to stay and contribute.
What Is Quiet Quitting?
Despite its name, quiet quitting does not involve an employee resigning from their role.
Instead, it describes employees who continue to perform the duties outlined within their job description but stop going above and beyond. They may choose not to volunteer for additional projects, work beyond contracted hours or take on extra responsibilities.
Quiet quitting is often linked to:
- Burnout
- Lack of recognition
- Poor management relationships
- Feeling undervalued
- A desire for better work-life balance
- Reduced connection to organisational goals
For many employees, quiet quitting can be seen as setting boundaries. However, for employers, it may also indicate wider issues relating to engagement, wellbeing or workplace culture. [cultureamp.com], [acas.org.uk]
What Is Job Hugging?
Job hugging occurs when employees remain in a role they no longer enjoy, feel challenged by or see a future in because they perceive leaving as too risky.
Unlike quiet quitters, who consciously reduce their effort, job huggers remain in their roles primarily because of concerns around job security and economic uncertainty rather than job satisfaction. [independent.co.uk], [protimewfm.co.uk], [huntress.co.uk]
Factors contributing to job hugging can include:
- Rising living costs
- Economic uncertainty
- Concerns about redundancy
- Limited opportunities within the job market
- Fear of losing flexible working arrangements
- Reluctance to start afresh with a new employer
- Increased competition for available roles
As leadership author Simon Sinek famously said:
“Customers will never love a company until the employees love it first.”
When employees stay in roles purely because they feel they have no better option, engagement often begins to suffer.
Quiet Quitting vs Job Hugging: What’s the Difference?
Whilst both trends are linked to disengagement, the motivation behind them is very different.
Quiet Quitting
An employee may:
- Complete only their core responsibilities
- Avoid additional projects
- Set firmer boundaries around their working hours
- Remain with the organisation long-term
The issue centres around reduced discretionary effort.
Job Hugging
An employee may:
- Feel unhappy or unfulfilled
- Have mentally decided they would leave under different circumstances
- Remain in post due to financial or economic concerns
- Become increasingly disengaged over time
The issue centres around reluctance or inability to move on.
In some cases, employees may be both quietly quitting and job hugging simultaneously, creating a significant challenge for employers seeking to maintain an engaged workforce.
Why Employers Should Be Paying Attention
Low employee turnover is often viewed as a sign of organisational success.
However, retention figures only tell part of the story.
Employees who remain within an organisation whilst becoming progressively disengaged can impact:
- Productivity
- Innovation
- Team morale
- Customer service
- Collaboration
- Workplace culture
As job hugging continues to grow as a workplace trend, employers should be asking not only:
“Are our employees staying?”
But also:
“Why are they staying?”
A workforce that remains purely because employees are worried about leaving is very different from a workforce that remains because employees feel valued, supported and motivated.
Warning Signs Managers Should Look Out For
Both quiet quitting and job hugging can develop gradually.
Warning signs may include:
Signs of Quiet Quitting
- Reduced participation in meetings
- Sticking strictly to minimum requirements
- Reluctance to take on additional responsibilities
- Decreased initiative
- Lower enthusiasm for projects
Signs of Job Hugging
- Lack of interest in career progression
- Declining motivation
- Resistance to organisational change
- Withdrawal from colleagues
- Reduced engagement with development opportunities
- Negative attitudes towards workplace initiatives
Whilst these signs do not automatically indicate disengagement, they provide useful prompts for managers to start meaningful conversations.
The Impact on Employee Wellbeing
Employee engagement and wellbeing are closely linked.
According to Acas, poor mental health can be difficult to identify and may present through changes in behaviour, increased absence, reduced interest in work or withdrawal from colleagues.
Acas advises employers to regularly check in with employees, create opportunities for open conversations and take concerns seriously before issues escalate. [acas.org.uk], [acas.org.uk]
Employees who feel trapped in roles they no longer enjoy may experience:
- Increased stress
- Frustration
- Reduced job satisfaction
- Lower motivation
- Anxiety about future career prospects
Regular wellbeing conversations can help identify concerns early and support employees more effectively.
Employment Law Considerations
Neither quiet quitting nor job hugging is unlawful.
However, both trends can give rise to employment law risks if the underlying causes are not addressed appropriately.
Performance and Capability Issues
Where disengagement begins to affect performance, employers should seek to understand the reasons behind any decline before taking formal action.
Acas recommends that employers explore whether performance concerns may be linked to training needs, support requirements, wellbeing issues or capability concerns before progressing to formal procedures.
Acas Performance Management Guidance: https://www.acas.org.uk/performance-management/problems-with-an-employees-performance
Employers should:
- Investigate concerns fairly
- Offer appropriate support
- Provide training where necessary
- Hold regular review meetings
- Document discussions and outcomes
Mental Health and Disability
In some situations, disengagement may be linked to an underlying mental health condition.
Under the Equality Act 2010, employers may have a duty to consider reasonable adjustments where a mental health condition meets the legal definition of a disability.
Employers should avoid making assumptions and instead seek appropriate information before making decisions affecting an employee’s employment. [acas.org.uk], [acas.org.uk]
Manager Responsibilities
Managers play a critical role in identifying disengagement early.
Regular one-to-ones, performance reviews and career conversations can help uncover issues before they develop into wider employee relations concerns.
Acas highlights the importance of regular feedback, coaching and performance discussions to support employee development and engagement.
Practical Steps for Employers
To reduce the risk of quiet quitting and job hugging, employers should:
Encourage Regular Conversations
Create opportunities for employees to discuss concerns, wellbeing and career aspirations.
Invest in Development
Employees who can see clear progression opportunities are often more engaged and motivated.
Train Managers
Equip managers with the skills to:
- Have difficult conversations
- Recognise signs of disengagement
- Support wellbeing
- Manage performance effectively
Monitor Engagement
Look beyond turnover figures by reviewing:
- Employee survey data
- Sickness absence trends
- Employee relations cases
- Internal promotion rates
- Exit interview feedback
Create a Positive Workplace Culture
Employees who feel valued, heard and supported are far less likely to become disengaged.
Final Thoughts
Quiet quitting and job hugging may be different workplace trends, but they point towards the same underlying challenge: employee engagement.
Whether employees are doing the minimum required or staying in organisations purely because they feel unable to leave, both situations can affect productivity, culture and long-term business performance.
By focusing on employee wellbeing, career development, effective management and open communication, employers can create workplaces where people are motivated to contribute and genuinely want to stay.
After all, successful retention isn’t simply about keeping employees. It’s about keeping employees engaged.
Do you have any questions about today’s blog, need help in becoming legally compliant with contracts/policies or can we support you in taking away any people pains to give you peace of mind?
If you answered yes to any of the above, just give us a call at CUBE HR on 01282 678321, or book in a FREE 30 Minute HR Health Check here FREE HR Health Check and we’ll happily give your business a full HR overview with our personal recommendations absolutely FREE!
Why not also check out last weeks blog Job hugging: The hidden retention risk HR leaders need to address
We also have a YouTube channel with loads of handy videos outlining various HR related scenarios.
