India’s Quiet Quitting: 60% of Employees Disengaged

A significant number of Indian employees are “quiet quitting,” with nearly six in ten present at work but not psychologically invested in their jobs. This trend, identified by a new report from Gallup and the Institute of Directors (IOD), India, points to underlying issues within organizational culture.

What’s Driving the Disconnect?

The study, titled ‘Rebuilding Indian Workplaces for the Future,’ surveyed 181 IOD members and interviewed 27 senior leaders. It attributes this widespread quiet quitting primarily to weak organizational culture or a significant misalignment between corporate values and daily workplace realities.

Several other critical factors were cited by 31% of respondents:

• A lack of trust in leadership
• Ineffective communication
• Absence of meaningful work
• Limited opportunities for career advancement
• Insufficient recognition

These findings suggest that quiet quitting is largely a reaction to experiences within an organization, rather than an inherent employee attitude.

Employee Engagement Takes a Hit

The report’s data for 2025 reveals a broad decline in overall employee engagement across India.

Key Employee Engagement Numbers (2025):

• 59% of Indian employees are “not engaged” (present but psychologically disconnected)
• 23% are categorized as “engaged”
• 18% are identified as “actively disengaged”

The large “not engaged” group presents a clear opportunity for companies to significantly boost both productivity and overall performance.

Managers Feeling the Strain Too

Manager engagement has also seen a sharp decline, dropping by 9 percentage points from 39% in 2024 to 30% in 2025. Gallup estimates that managers play a crucial role, influencing 70% of the variation in team engagement through their daily interactions.

Their responsibilities include setting expectations, providing coaching, recognizing contributions, and aligning individual jobs with broader company goals.

Pathways to Re-Engage the Workforce

To address these challenges, organizations must focus on selecting managers based on their talent, equipping them with essential coaching skills, and reducing operational friction within their roles.

Respondents highlighted specific needs for managers:

• 43% called for more supportive team cultures
• 40% suggested improved coaching abilities
• 40% also noted the need for streamlined processes

The report further advocates for selecting managers based on their suitability for the role, rather than treating it as a reward for past performance. Other recommendations include greater recognition for the managerial role, better communication between senior leaders and managers, and dedicated investment in management development.

Manoj K Raut, CEO and Secretary-General of IOD India, noted that today’s evolving workplaces reflect a younger generation’s clear demand for better work-life balance, increased flexibility, meaningful careers, and strong mental well-being support. This shift underscores the urgency for companies to adapt and foster a more engaged environment for their employees.