Dr. Gleb Tsipursky – The Office Whisperer
Nirit Cohen – WorkFutures
Angela Howard – Culture Expert
Drew Jones – Design & Innovation
Jonathan Price – CRE & Flex Expert
U.S. quit rates have dropped to their lowest level in nearly a decade, signaling a sharp slowdown in job hopping after years of intense labor competition. While employers are seeing more stability, new data suggests many workers are remaining in place out of caution rather than satisfaction, according to the World Economic Forum.
This has changed the balance of power in the labor market, but it may be masking a deeper problem: widespread disengagement among employees who feel unable or unwilling to move.
Only Four in Ten Jobs Meet Basic Quality Standards
According to the American Job Quality Study (AJQS), just 40% of U.S. workers hold jobs that meet core quality benchmarks. The national study, conducted by Gallup and research partners, defines job quality around five factors: fair pay, safety, stability, worker input, and opportunities for growth.
Workers in jobs that meet these standards report significantly stronger outcomes. They are more than twice as likely to report high job satisfaction, a stronger sense of purpose, and higher overall well-being compared with those in lower-quality roles.
Disengagement Carries a Measurable Cost
Lower satisfaction does not only affect workers. Research consistently links disengagement to reduced productivity, weaker collaboration, and lower business performance.
Gallup estimates that disengaged employees cost U.S. employers about 34% of their salary in lost output, totaling roughly $1.9 trillion annually across the economy.
As a result, organizations may be retaining staff but losing momentum, creativity, and performance — outcomes that can be more damaging than turnover.
Job Quality Improvements Don’t Always Mean Higher Pay
The AJQS findings suggest that improving job quality does not necessarily require significant wage increases. Factors such as predictable schedules, safe and respectful workplaces, employee input, and clear paths for advancement were strongly associated with better outcomes for both workers and employers.
Employee input, often referred to as “worker voice,” showed one of the strongest correlations. Workers who reported having appropriate influence over their working conditions were nearly twice as likely to report high job satisfaction as those who did not.
Training and Mobility Linked to Stronger Retention
The study also found a clear link between learning opportunities and satisfaction. Nearly half of workers who participated in employer-sponsored training reported high job satisfaction, compared with just over a quarter of those who did not.
Organizations that invest in skills development reported higher productivity, stronger retention, and improved innovation outcomes, according to Gallup estimates.
Stability Without Engagement May Be a Risk
While fewer workers are leaving their jobs, the data suggests stability alone is not a guarantee of performance. Employers that assess and improve job quality may be better positioned to maintain engagement, productivity, and long-term competitiveness as labor market conditions continue to shift.
