Across the U.S., employees are increasingly feeling detached from their jobs.
Gallup’s research into this phenomenon shows that while job searches are at their highest since 2015, overall satisfaction with employers has dropped to a record low.
Unlike the Great Resignation, when workers massively quit for better roles, many are now stuck. They are unsatisfied yet unable to move due to a cooling job market and ongoing economic struggles.
This growing sense of disconnect has been dubbed the “Great Detachment” by Gallup, and for employers, it presents a new set of hidden risks.
Although turnover may have slowed, disengagement quietly threatens productivity and future talent retention.
Below, we explore the implications, signs, and potential solutions.
What is the Great Detachment, and how did we get here (again)?
The Great Detachment is a rising trend in which employees, especially younger ones, remain in their jobs but are emotionally checked out. They still show up at work, but their engagement is low, driven by changing expectations, job dissatisfaction, economic pressures, and workplace disruptions.
Instead of resigning, workers settle for doing just enough to get through the workday. This approach serves as a coping mechanism for those who feel trapped – disconnected from their work but unable to walk away.
The Great Resignation and the Great Detachment are two sides of the same coin.
During the Great Resignation, workers actively quit their jobs for better opportunities, driven by a desire for change.
Meanwhile, the Great Detachment sees employees staying put while mentally checking out.
While the former was about disengagement prior to departure, the latter is about disengagement while staying .
Both are driven by dissatisfaction and a desire for something more, leaving employers with a disengaged workforce that’s no longer fully invested in their roles.
But what were the reasons that led to this, and should we have seen it coming?
Understanding this latest phenomenon requires a thorough reflection on the past few years.
In 2021, the Great Resignation swept across the workforce as millions left their jobs searching for better pay, flexibility, and opportunities.
As the initial excitement faded, many were confronted with the harsh reality that their new roles weren’t the solution they had envisioned, exposing the cracks beneath the surface of what was known as the Great Regret.
At the same time, the job market took a downturn, and the wave of layoffs left workers grappling with a newfound sense of instability and fear.
By 2025, a new “trend,” the Great Detachment, had already taken over, with workers staying in their jobs but emotionally disengaging, feeling stuck and disconnected.
These three waves reflect a workforce navigating uncertainty, change, and the challenges of finding true job satisfaction.
March 2020: The pandemic causes a massive shift to remote work.
The rapid spread of COVID-19 led businesses worldwide to transition to remote work models. Managers adapted to leading distributed teams, and employees navigated new work-from-home dynamics.
Mid 2021: Post-pandemic, there is a rise in hybrid work.
As vaccines became widely available, organizations began implementing the hybrid work model, combining remote and in-office work. This period also saw accelerated investments in digital tools to support virtual collaboration.
March 2022: Quiet quitting takes hold amid mental health concerns.
The term “quiet quitting” emerged as employees prioritized their well-being and mental health over work demands. This shift marked a growing rejection of the hustle culture, where workers set clear boundaries, did only what was required, and refused to sacrifice personal time or energy for their jobs.
Late 2022 – 2023: Layoffs are causing job insecurity.
Mass layoffs surged as companies faced economic challenges, leading to heightened job insecurity and worker anxiety.
2024: There is a massive rise in AI and automation.
Integrating AI in the workplace became widespread, streamlining operations and raising fears of further job displacement. As industries adapted, workers continued to feel uneasy about their job security in a rapidly changing landscape.
Early 2025: Employees navigate a period of uncertainty.
As inflation and economic fluctuations continue to shape the landscape, many workers adjust to a changing environment. Although unemployment rates remain low at 4.1%, there is a cautious outlook due to concerns about the potential effects of inflation and policy changes on the job market.
While still showing up to work, many are emotionally checked out as the Great Detachment begins to take root, and these cumulative pressures slowly erode employee engagement.
Between recent research into this phenomenon and years of workplace shifts, we highlight five critical factors that have profoundly impacted companies and their employees.
The following root causes of the Great Detachment shed light on widespread employee disengagement and the challenges companies must address in the future.
The pace of change in organizations has been unprecedented post-2020.
In fact, according to Gallup, seven in ten employees report experiencing disruptive change within the past year, especially among managers and leadership.
As businesses adapt to fluctuating markets, the workforce is dealing with restructuring, increased workloads due to labor shortages, and budget cuts. For managers, this means navigating a tightrope – stabilizing teams, onboarding new hires, and managing fewer resources.
The result?
Higher burnout and dissatisfaction among workers from all departments and levels inevitably leave them disengaged.
The stress and burnout from workplace disruption are only the tip of the iceberg.
However, beneath the surface, deeper feelings of isolation and loneliness can promote a sense of detachment, further eroding engagement and connection.
Since the onset of the COVID-19 pandemic, remote and hybrid work have become standard. They offer flexibility but introduce new challenges that many are still grappling with.
A Harvard Business Review article exploring loneliness in remote teams highlights that this work model has many benefits but can also foster feelings of isolation and loneliness, negatively impacting job performance.
As public health officials have recognized, the isolation experienced by employees, especially in remote work environments, has reached epidemic levels.
Consequently, according to a report by the U.S. Surgeon General’s Advisory, this has led to absenteeism from stress and loneliness, which costs U.S. employers $154 billion annually.
If left unaddressed, this sense of isolation can fuel a more profound detachment from work, weakening employee commitment and productivity.
The pandemic didn’t just change the way we work; it shifted what employees expect from their employers.
The study Workplace Realities in 2025: What Employees Are Saying reveals that the workforce is increasingly seeking financial stability and career growth.
While 69% feel confident about their organization’s success, nearly a third are uncertain about what lies ahead, reflecting ongoing fears of economic instability.
Anxieties over job security, rising workloads, and mental well-being exacerbate these concerns.
As workers’ priorities change, the lack of clear direction or tangible organizational support only deepens their detachment.
The gap between what employees need (security, career advancement, and support) and what employers offer fuels disengagement as they struggle to align their aspirations with their workplace reality.
Another root cause behind the Great Detachment is the widespread dysfunction in performance management systems.
According to recent Betterworks research on gaps in performance management, 44% of employees believe that their organization’s performance management process is failing them.
They feel unsupported by inconsistent one-on-one manager interactions, limited feedback loops, and ineffective tools for tracking goals and career development.
Even more concerning is that many leaders remain unaware of these disparities.
As expectations shift frequently and remote work complicates team alignment, this failure to provide clear guidance and growth opportunities only deepens the sense of detachment.
When employees feel disconnected from their performance management systems, their trust in leadership wanes, and with it, their motivation to stay engaged and contribute fully.
Lastly, inflation and a struggling job market have left many employees unable to move beyond their current positions.
Even if they’re unhappy, economic instability makes the prospect of a career move too risky.
Workers are hesitant to leave their jobs for fear of uncertain financial prospects, and this uncertainty is driving a sense of stagnation across industries. As a result, many go through the motions, contributing to the growing detachment and dissatisfaction in the workplace.
Just like other workplace trends, the Great Detachment manifests differently among employees. It’s shaped by personal values, job roles, and circumstances, with some seeking more flexible or meaningful work.
Generational impact leads the way as companies face a new challenge of engaging younger workers. Gallup’s data shows that U.S. employee engagement stagnated at the end of 2023, remaining below its peak from early 2020, following disruptions from the COVID-19 pandemic.
Among generations, Millennials and Gen-Z workers saw the most significant declines in engagement in terms of support, development opportunities, and alignment with company values. They also experienced lower satisfaction with feedback and career progression.
The and Millennials has been heavily criticized, but it’s their reaction to the challenges and changes around them. Rather than a lack of effort or commitment, their actions often reflect a desire for balance, purpose, and a more sustainable work-life dynamic.
Work models also influence engagement, with remote workers typically feeling more disconnected. According to Gallup’s research on engaging younger workers, Gen-Z and Millennial employees are more prone to working remotely, which has exacerbated their sense of detachment and disengagement.
An employee’s role affects how they experience detachment.
For example, white-collar workers may feel overlooked in large companies or like another cog in the machine, leading to emotional disconnection.
Meanwhile, front-line workers deal with a completely different set of challenges.
They are often in high-pressure, fast-paced environments and experience a different detachment. Overworked and underappreciated, they are more likely to face physical exhaustion and emotional burnout.
Regarding diverse demographics, one final divide we investigate is new vs. established workers.
New hires, particularly those onboarded remotely, struggle with integration and developing strong workplace relationships. They often feel detached due to isolation, uncertainty about their position, and a lack of mentorship.
In contrast, long-term employees may experience detachment from burnout, disillusionment with stagnant growth, or resentment toward organizational changes that disrupt their routines.
Detached employees are passive, unmotivated, and emotionally disconnected from their work.
This sense of emotional distance can lead to an increase in what Business Insider refers to as “productivity theatre” and “performative busyness.” The trend has become more common in workplaces where employees look busy – attending meetings, sending emails, or checking tasks off lists – without any genuine output or purpose behind it.
The inevitable question is: what consequences should companies expect in the long term?
According to Gallup’s State of the Global Workplace: 2023 Report, employee disengagement costs $8.8 trillion globally, which equates to 9% of the global GDP.
For businesses, disengaged workers lead to:
These statistics emphasize how crucial employee engagement is for business success.
Companies with highly committed workers navigate economic downturns more effectively and outperform competitors during tough times.
To build and sustain this level of engagement, leaders must adopt targeted strategies that address the root causes of detachment and create a more connected, motivated workforce.
Leaders must take intentional steps to re-engage their teams if they want to prevent or mitigate the Great Detachment. Drawing from Gallup’s research on the phenomenon, there are two actionable solutions:
#1: Reset Expectations and Priorities
Clarity is key. Employees need to know what’s expected of them to stay motivated and productive, leaving leaders with a responsibility to:
There’s an evident gap between what employees anticipate from their jobs and what employers offer.
Beyond Gallup’s recommendations, skills-first hiring addresses this disconnect before it becomes problematic. Focusing on candidates’ abilities rather than their qualifications helps close the gap between their expectations and work experiences.
#2: Connect Work to Mission and Purpose
Detachment can often stem from a lack of meaning in one’s work.
Workers are intrinsically motivated to perform at their best when they see how their role contributes to something larger than themselves.
To connect employees to the mission and purpose of the organization, according to Gallup, leaders should:
We’ve explored the fundamentals – what the Great Detachment is, its underlying causes, and its potential consequences.
But how can you spot it before it becomes a significant issue?
While everyone has the occasional bad day at work, consistent disengagement is a different story. It’s not just about low energy or occasional mistakes.
The signs of detachment are more subtle but telling, including:
Digital workplace solutions, including HRIS platforms, can help managers spot signs early. HR professionals can use them to identify patterns of disengagement by analyzing data such as absenteeism, performance trends, and employee feedback.
This collaborative approach gives managers the insights they need to act before detachment becomes a more significant issue for the team.
In 2025, the challenge of detachment demands immediate attention.
With so many changes to the way we work, it’s easy for employees to feel disengaged, and that disconnection can quietly erode a company’s foundation.
Leaders can’t afford to wait until it’s too late. What they can do is turn things around by recognizing the signs early, having honest conversations, resetting expectations, and realigning teams with the organization’s core values.
Ultimately, the urgency of addressing the Great Detachment isn’t just about avoiding the problem or delaying the outcome. Instead, it’s about creating a workplace where employees are genuinely connected, motivated, and inspired to give their best.
Content Writer at Shortlister
Browse our curated list of vendors to find the best solution for your needs.
Subscribe to our newsletter for the latest trends, expert tips, and workplace insights!
Favoritism in the workplace often operates quietly, shaping decisions and relationships in ways that can undermine fairness and trust. How can companies address this challenge before it creates a toxic workplace and stunts organizational growth?
Beyond holiday festivities and annual performances, here’s why December’s focus should be about celebrating human rights in the workplace.
Deciding to stay or leave a toxic work environment isn’t always straightforward. However, recognizing the signs is the first step toward resolution.
The “lazy girl jobs” movement isn’t about laziness at all. It’s about drawing a line between self-care and overexertion.