More than 80% of Singapore employers report disengagement as ‘quiet cracking’ trend grows

More than 80 per cent of employers in Singapore say employee disengagement is affecting their organisations, as a growing number of workers experience what experts are calling “quiet cracking”, according to new research from Robert Walters.

The findings, released as part of the Talent Trends 2026 report, suggest that disengagement is becoming widespread across workplaces and could contribute to what researchers describe as an emerging “engagement recession” in 2026.

The survey was conducted on LinkedIn across around 90 organisations in Singapore, and found that about 65 per cent of working professionals in the city-state experience quiet cracking occasionally, while more than 30 per cent reported experiencing it frequently. 

According to the report, quiet cracking can lead to a “slow, silent decline in well-being and performance”, often triggered by poor leadership, unmanageable workloads, unclear priorities and fear of job loss. As individual disengagement spreads across teams and departments, it can begin to affect overall productivity, collaboration and organisational culture.

Researchers warned that if the trend continues, businesses may face an “engagement recession” in which disengagement becomes systemic rather than individual. When this happens, collaboration slows, innovation declines and even high-performing employees can begin to lose momentum.

The findings come against a backdrop of declining global engagement levels. Data from the Gallup State of the Global Workplace 2025 report showed that global engagement levels fell from 23 per cent in 2024 to 21 per cent in 2025, contributing to an estimated US$438 billion in lost productivity worldwide.

Disengagement also appears to have a ripple effect within teams. A separate Robert Walters survey conducted in 2025 found that one in five employees said they would feel less motivated if a colleague was disengaged, while nearly 80 per cent of managers reported a productivity drain over the past year linked to individual disengagement.

Kirsty Poltock, country manager of Robert Walters Singapore, said disengagement often starts with small issues that are not addressed early.

“Disengagement usually starts from the little things – much like a hairline fracture. Creating an environment where people are motivated to grow, collaborate and succeed together can boost innovation, productivity and eventually help retain top talent,” she said.

The report also found that nearly half of employees who experience quiet cracking feel their leaders do not listen to their concerns, highlighting leadership communication and career clarity as key factors behind disengagement.

In response, many employers are taking steps to address the issue. About half of employers surveyed said they are exploring career development initiatives to improve engagement, while 31 per cent are investing in leadership training.

The report said leaders should make listening a core behaviour, clarify expectations, rebalance workloads and reduce low-value tasks to prevent pressure from escalating. Consistent recognition and belonging initiatives were also highlighted as important in helping employees see a future within the organisation.

Meanwhile, many employees are responding to uncertainty by “career cushioning” - building a safety net by strengthening their skills, networking and exploring new job opportunities. The report found that 68 per cent of workers globally are career cushioning in some way, while more than 80 per cent of professionals are considering a career move in 2026. Over 40 per cent have already taken steps to look for a new job.

Common career cushioning strategies include increasing networking efforts, updating CVs and upskilling to remain competitive in the job market.

However, the report noted that organisations should not view career cushioning as a threat, but rather as a signal that employees feel uncertain about their future within the organisation. Addressing communication gaps, improving progression pathways and investing in development could help companies retain talent and improve engagement.

According to the research, organisations that respond early and intentionally to disengagement signals in 2026 are likely to be better positioned to maintain productivity, strengthen culture and retain talent in an increasingly uncertain labour market.