Quiet quitting and its impact on software engineering productivity

A recent study from Stanford University went viral, which dives deep into productivity engineers. This study shares research findings on software engineering productivity.

The study, which analyzes data from over 50,000 engineers across hundreds of companies, reveals that around 9.5% of software engineers are "Ghost Engineers", meaning they do very little or no work (0.1x productivity).

Before diving into conclusions, let’s break down the key insights from this study and later discuss the root causes of this issue, especially as it relates to company culture and remote work dynamics.

Key Insights

-Engineers working remotely have a higher proportion of "Ghost Engineers" (14%) compared to hybrid (9%) or in-office workers (6%).

-A large portion (58%) of engineers make fewer than three commits per month, which suggests inactivity or minimal work.

-By letting go of unproductive engineers, companies could save substantial amounts, with the potential to add $465B in market cap from just 12 companies laying off unproductive engineers.

-Extrapolating to the global scale around 6.5% of engineers worldwide may be unproductive, leading to an estimated $90B wasted annually.

The study highlights that unproductive engineers don’t just harm the financial bottom line; they also disrupt team efficiency, waste resources, and slow overall progress. Yegor Denisov-Blanch, a key figure behind this research, calls for more transparency and accountability within engineering teams to address this issue.

You can access the full research on software engineering productivity from Stanford’s research portal, and the tweet that highlights the important points.

My take

This research aligns with what I've seen firsthand: low engagement and minimal effort in teams have a profound impact. I’ve worked in environments where changes took forever due to corporate structures and middle management, which created bottlenecks and left engineers feeling stuck. This frustration often leads to disengagement, burnout, and—according to the study—unproductive behaviors.

In today’s remote-first world, it’s crucial for organizations to focus not just on tools but on creating engagement systems that motivate engineers. Having the right tools is essential, but more importantly, it’s about fostering accountability and ensuring that engineers feel part of the bigger picture.

While code commits are an easy metric to track, they don’t tell the whole story. I’ve spent days debugging, testing, and doing proof-of-concept work just to introduce a one-liner fix. In such cases, looking only at commit metrics can be misleading. On the other hand, some people focus on easy, superficial tasks—just to make their productivity look better.

TL;DR

I am pretty much aligned with what this video states.

What are the causes?

"Quiet quitting" refers to employees performing only the minimum required tasks, avoiding extra responsibilities or engagement. This trend has become prominent in modern workplaces, particularly within the software industry. Research has identified several factors contributing to quiet quitting:

-Workplace Stress and Poor Work-Life Balance: A study in Psychology Today highlights that stress and inadequate work-life balance are significant drivers of this behavior. Psychology Today

-Lack of Growth Opportunities and Recognition: Research published in Development and Learning in Organizations indicates that limited opportunities for advancement and insufficient recognition can lead to employee disengagement. Emerald

While loneliness isn't directly addressed in these studies, it's plausible that weak social connections at work contribute to demotivation, potentially leading to quiet quitting. Feelings of isolation can negatively impact mental health and overall well-being, affecting job commitment.

How remote work affects quiet quitting

Remote work can both contribute to and mitigate quiet quitting, depending on how it’s implemented. Key factors include:

Isolation: Reduced in-person interactions can lead to loneliness, decreasing motivation and engagement.

Blurred Boundaries: Difficulty separating work and personal life may cause burnout or a deliberate withdrawal to protect balance.

Lack of Recognition: Limited visibility in remote settings can make employees feel undervalued, fostering disengagement.

Self-Motivation: Remote work suits self-driven employees but may lead to disengagement for those who need more structure.

Communication Issues: Digital communication can result in misunderstandings or a lack of timely feedback, reducing emotional connection.

Solutions include fostering connection, providing recognition, setting clear expectations, supporting work-life balance, and offering growth opportunities. With these strategies, remote work can enhance engagement rather than diminish it.

Is quiet quitting just opportunism?

Quiet quitting is rarely about opportunism; it's more often a reaction to dissatisfaction or unmet needs within the workplace. Employees typically disengage when they feel undervalued, overworked, or unrecognized. This isn't about taking advantage—it’s a recalibration of effort to match what they perceive as fair treatment.

Burnout is another common driver. Many employees scale back their involvement not out of laziness but as a way to protect their mental health in environments that demand too much without sufficient support. Additionally, shifting cultural values have placed greater emphasis on work-life balance, with many prioritizing their well-being over the traditional “hustle culture.”

While a small number might exploit weak accountability to avoid doing more than the minimum, this is rarely the norm. Quiet quitting is usually a signal that something is missing—whether it’s growth opportunities, fair compensation, or a sense of purpose.

Addressing these root causes with clear expectations, recognition, and meaningful career paths can help prevent disengagement and foster a more motivated workforce.

Conclusion

By addressing stress, recognition, and career growth opportunities, companies can foster a more engaged and motivated workforce. The solution isn’t just in monitoring productivity metrics but in creating an environment that nurtures engagement, well-being, and meaningful growth for engineers.