Manchester is no stranger to a hustle culture, but as we reach the end of January, it seems the city’s workforce is reaching a breaking point. Dubbed ‘National Quitters Day’, 31st January marks the annual peak for UK resignations. Despite the rise of ‘job hugging’ (clinging to a role for economic security rather than joy) the North West has seen a sharp 12% increase in January notice submissions.
The rise of ‘Job Hugging’
The ‘Great Resignation’ might be over, but a new trend is taking its place. Recent data shows 48% of workers are staying in roles simply because they fear the current economic climate. Workplace engagement specialists at Stribe warn that this creates a ‘stagnant’ workforce where people are physically present but mentally checked out. In a city like Manchester, where the tech and hospitality sectors are booming, this disengagement is a silent killer for local businesses.
Why now?
The combination of post-Christmas reflection and that first January payday provides the financial buffer needed to finally jump ship. Research from ACS suggests one in ten UK employees planned their exit before they even stepped foot back in the office this year. While London leads the numbers, the competitive nature of the North West job market means Mancunians are increasingly willing to look elsewhere for better deals.
Who is leaving?
Gen Z and Millennials (aged 18 to 34) are three times more likely to quit than those over 50. For this demographic, the ‘Return to Office’ mandates are a major dealbreaker. Many are ditching the commute to Piccadilly or Spinningfields in favour of remote-first roles that offer genuine flexibility.
A word for the bosses
Lucy Harvey, COO at Stribe, suggests that listening is the best retention tool. She shares:
“We see time and time again that when employees feel their voice actually matters, they are much more likely to engage and stay with a business. This, alongside mental health support, is a key driver to employee satisfaction and wellbeing. Employers can utilise 1-2-1 sessions and staff feedback surveys to take a pulse of employee satisfaction, gaining valuable insights and flagging unhappy staff before things progress. Making core changes like implementing employee progression plans, addressing pay disputes and offering managerial support can have a significant impact on employee retention. What’s important is creating a culture where feedback leads to real action. To improve retention in 2026, leaders must build trust by showing employees that their feedback truly matters and results in tangible changes to their daily work life.”
