New data points to 'quiet cracking' trend and emerging engagement recession in Singapore workplaces

When an engagement recession takes hold in a business, collaboration slows, innovation declines, and even high performers can begin to lose momentum, the research added.

Close to nine in 10 employers surveyed in Singapore say employee disengagement is hurting their organisations, with many warning that the problem is now "very widespread", according to new research by Robert Walters.

In polling conducted alongside its Talent Trends 2026 guide, 85% of employer respondents reported that disengagement is impacting their business, with 64% saying it is "very widespread".

On the employee side, the majority of professionals surveyed said they have experienced "quiet cracking" – where employees continue to show up to work but struggle internally with pressure, job insecurity, and stalled growth. About 65% said they experience this occasionally, while 32% reported experiencing it more frequently.

Per the report, the findings suggest that individual experiences are now beginning to accumulate across teams and departments, creating a potential "engagement recession" in 2026. In this next stage, disengagement is expected to move from an individual phenomenon to a systemic one, triggering broader shifts in productivity and culture.

When an engagement recession takes hold in a business, collaboration slows, innovation declines, and even high performers can begin to lose momentum, the research added.

The above comes against a global backdrop of weakening engagement. Drawing on Gallup’s State of the Global Workplace 2025 report, the Robert Walters research highlights that global engagement levels have slipped from 23% to 21%, contributing to an estimated US$438bn in lost productivity in 2024.

"Disengagement usually starts from the little things – much like a hairline fracture," said Kirsty Poltock, Country Manager, Robert Walters Singapore. "Creating an environment where people are motivated to grow, collaborate, and succeed together can boost innovation, productivity, and eventually help retain top talent."

What are employers doing about it?

According to the research, just over half of employers surveyed say they are looking into career development initiatives to tackle quiet cracking and improve engagement. Additionally, about one in three (31%) have turned to leadership training as another lever.

To this effect, Poltock noted that the emerging engagement recession presents "a competitive opportunity" for organisations prepared to act early on engagement signals. She highlighted the need for leaders to make listening a core behaviour, set clearer priorities, and rebalance workloads before pressure escalates.

"They will need to provide career clarity so employees can see a future with the organisation, while also creating simple, consistent practices that reinforce recognition and belonging. Above all, employee engagement must be treated as a daily leadership discipline, not a quarterly metric", she affirmed.

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