From Quiet Quitting to Job Hugging: The Evolution of Workplace Dynamics
In recent years, workplace discussions have been heavily influenced by the concept of quiet quitting. This term has permeated social media, podcasts, and office conversations, becoming a focal point for understanding modern employee behavior. But what does it truly entail? Sanjay Desai, an author, entrepreneur, and Founder & CEO of ConsciousLeap, provides a clear explanation. Quiet quitting does not involve employees formally resigning from their jobs. Instead, it refers to a mental disengagement while remaining on the payroll. Employees fulfill their basic duties—completing assigned tasks, logging off on time, and avoiding extra responsibilities like midnight emails or optional team events. They show up just enough to meet expectations, without going beyond.
Understanding Quiet Quitting as a Coping Mechanism
While some leaders perceive this behavior as laziness or entitlement, Desai argues it often serves as a coping mechanism. Employees resort to quiet quitting when they feel overextended, facing constant demands from management with little recognition. When "going above and beyond" becomes the norm, individuals protect themselves by setting boundaries—no drama, no announcements, just a quiet recalibration of effort. Additionally, high performers may use this strategy while seeking growth opportunities elsewhere, emotionally detaching until a better offer arises.
Desai also highlights the social contagion effect, where when a few team members pull back, others follow, shifting team culture. This trend is particularly noticeable among younger workers, such as Gen Z and younger Millennials, who prioritize work-life balance, mental health, and emotional wellbeing. They reject the romanticization of burnout and are vocal about setting limits, responding to work pressures by giving less of themselves—not out of apathy, but to prevent work from consuming their lives.
The Rise of Job Hugging in 2026
Just as corporations began to grasp quiet quitting, a new trend emerged. Achal Khanna, CEO of SHRM India, Asia Pacific & MENA, identifies this shift as job hugging. Following periods of the Great Resignation and job hopping, many employees are now clinging to their roles more tightly due to economic uncertainty, AI disruption, and global instability. The allure of new opportunities has been replaced by the comfort of familiarity, with stability becoming a valuable asset.
However, Khanna cautions leaders against misinterpreting this behavior. Job hugging may appear as loyalty, but it can stem from fear of the unknown. If employees stay solely out of anxiety, companies risk stagnation—a workforce that is physically present but mentally stagnant. The real challenge lies in ensuring that staying feels meaningful, growth-driven, and intentional, rather than just a hedge against uncertainty.
Building a Workplace Worth Hugging Back
Khanna describes this phase as a more mature psychological contract between employers and employees. Workers are cautious yet observant, asking what they receive in return for their commitment. This presents an opportunity for organizations to rebuild trust, strengthen internal mobility, and engage in honest "stay conversations" to create environments where staying feels like progress. If quiet quitting revealed flaws in work culture, job hugging exposes a deeper need for security, clarity, and purpose in an unpredictable world.
Ultimately, today's work culture revolves around balance, recognition, and designing workplaces that respect boundaries and value loyalty. Employees are no longer blindly overcommitting; they are more aware and guarded, yet open to staying if it feels worthwhile. The key question for companies is not whether quiet quitting occurs, but whether they are fostering workplaces that people genuinely want to embrace.
