The Great Resignation saw droves of employees voluntarily leaving their jobs—largely in response to burnout, low pay, poor leadership, and the desire for more meaningful work.
A more subtle challenge, however, plagues today’s organizations: silent resignation, also known as quiet quitting.
Although workers don’t make a formal exit, this trend is marked by just giving the bare minimum and mentally checking out. From muted microphones and shut cameras during meetings to a steady fade in enthusiasm, it manifests in various ways.
This hushed withdrawal is especially harmful, since it’s an issue that’s hard to spot, yet just as costly. As it sneakily strains company morale and performance, recognizing and addressing early is critical to sustaining employee engagement and productivity.
To help you recognize quiet quitting, we’ll tackle its causes and indicators, then share some strategies to prevent it.
What is quiet quitting?
Quiet quitting is when employees disengage from their roles without handing in formal resignations. They still fulfill their duties and meet expectations, but offer nothing more.
No more initiative, desire for growth, or emotional investment. It isn’t laziness; it’s detachment.
Although the phenomenon isn’t new—Gallup’s 2023 study found at least 50% of the US workforce being made up of quiet quitters—it’s gaining momentum, mainly due to continuing shifts in work values triggered by the Great Resignation.
Employees are reevaluating what they want from work, and many are pushing back against taxing cultures by quietly resetting their boundaries.
How is it different from the Great Resignation?
While the Great Resignation was loud and visible—an average of 3.98 million people per month quit their jobs from April 2021 to April 2022—quiet quitting is the insidious counterpart. It flies under the radar, thus being more corrosive over time.
And while it affects similar populations, those feeling undervalued and overworked, it manifests through withdrawal instead of departure. If left unaddressed, it erodes collaboration, morale, and performance.
Why don’t employees quit outright?
Despite its implications, employees choose quiet quitting over quitting for practical and emotional reasons:
- Economic uncertainty: A 2024 PwC survey found 52% of workers to be financially stressed and a significant number worried about job security. In volatile job markets, many prefer the security of a regular paycheck—even if they’re unhappy.
- Lack of better options: In highly specialized roles, opportunities to switch can be limited. Some stay, fearing that they won’t find something better.
- Burnout: Deloitte found roughly half of employees “always” or “often” feel exhausted (52%) or stressed (49%). Basically, many who silently resign are too tired or discouraged to pursue change. And rather than look for their next step, they look for relief.
- Quiet self-preservation: Employees may disengage as a defense mechanism, especially in workplaces where raising concerns result in repercussions or being labeled as “difficult.”
Why address quiet quitting early?
Quiet quitting doesn’t happen overnight. It builds slowly, starting with unmet needs that erode motivation. If left unchecked, it can trigger a domino effect: from lower morale, to workplace toxicity, to, ultimately, turnover.
It can be attributed to an expensive issue as well—disengagement. This glaring concern takes its toll on organizations, triggering spikes in absenteeism and lost productivity. Gallup even reports disengagement costing the world economy $438 billion in 2024!
The earlier it’s spotted, the easier it is to reverse. Addressing quiet quitting isn’t just a cost-saving strategy; it’s also a culture-saving one.
Signs of quiet quitting
As we mentioned, quiet quitting doesn’t announce itself. It creeps in unnoticed, only becoming visible when the effects are measurable. Due to this, you must stay alert to recognize subtle indicators, including:
Decreased enthusiasm for tasks or projects
When employees once energized by their work show apathy, it’s safe to say that something’s amiss. A dwindling enthusiasm deters any initiative. They avoid volunteering for new assignments, suggesting improvements, and exceeding their station.
The Harvard Business Review (HBR) even reports this behavior, saying those that exhibit signs of quiet quitting stop going “above and beyond.”
Minimal participation in meetings and discussions
Although present in meetings, those who’ve silently resigned are passive. Their contributions become faint—cameras off, no questions, limited input, and minimal collaboration.
In remote and hybrid environments, this can be harder to spot. Zippia, in fact, found those working from home full-time spending 48% less time collaborating than they would when working on-site.
Disinterest in growth and learning
Opting out of career development is a clear sign of disengagement. Quiet quitters, for instance, may:
- Skip optional training
- Decline mentoring programs
- Avoid upskilling, despite being encouraged
This issue, however, can also reflect limits in your organization’s internal mobility. This aligns with broader dissatisfaction as well, with research suggesting that those who spend time learning are:
- 47% less likely to be stressed
- 39% more likely to feel productive and successful
- 23% more ready to take on additional responsibilities
- 21% more likely to feel confident and happy
Bare-minimum performance
The switch from proactive to reactive work is another key marker. As Gallup frames it, disengaged employees are “psychologically unattached to their work and company.”
Tasks are completed, but only within expectations. You’ll find no extra effort, innovation, or investment in long-term outcomes. Deadlines are met without urgency, while quality slips just enough to raise concern but not enough to prompt disciplinary action.
Withdrawal from interactions
Social isolation is another sign of quiet quitting, particularly when employees pull away from formal and informal touchpoints. For example:
- They stop joining lunch gatherings or team celebrations
- They’re less active in virtual coffee chats or internal forums
- They communicate transactionally—short emails, minimal greetings, no casual check-ins
While it may be interpreted as introversion, it often points to emotional detachment from the team.
Increased absenteeism or presenteeism
The Chartered Institute of Personnel and Development (CIPD) found 76% of employees reporting stress-related absences. So, you may notice more sick days, late log-ins, or longer response times among quiet quitters.
They may also be physically present, but mentally absent. Fluctuating attendance patterns, engagement scores, and performance metrics are some visible barometers to monitor.
Cynicism
Hints of negativity can also signal quiet quitting. Skeptical attitudes, sarcastic comments, and indifference to team wins or setbacks are strong signs. Some employees may even stop defending your organization and its mission.
Why quiet quitting happens
Quiet quitting is rarely about one thing. It involves a mix of cultural, managerial, and personal issues that have compounded over time. Here are some of its common drivers:
Feeling undervalued or invisible
Recognition is a powerful engagement driver. The opposite, meanwhile, is detrimental to employee morale—whether validation be infrequent, impersonal, or non-existent.
54%, in fact, cite not feeling valued by their organization as their reason for quitting, ranking a little above their managers (52%) and lacking a sense of belonging at work (51%).
Lack of leadership
Gallup’s research shows that managers account for 70% of the variance in team engagement. Not to mention, poor management is also one of the most common reasons employees leave.
Whether it manifests through inconsistent communication, unclear expectations, or micromanagement, it erodes employee trust and motivation.
Minimal career direction
Workers who don’t see clear growth paths or receive limited feedback are more likely to mentally check out. 63% even report quitting due to a lack of advancement opportunities!
Without clear guidance or developmental support, they lose sight of any future and detach from the present.
Absence of meaningful work
Employees crave meaning, not just duties. Even in mission-driven roles, a disconnect between daily tasks and purpose or impact can damage engagement.
For instance a McKinsey & Company study found 70% of workers defining their sense of purpose through work; however, only 18% think they get as much purpose as they want. Essentially, without purpose, people lose what fuels them.
Toxic or indifferent culture
Workplaces that neglect feedback, well-being, and transparency encourage quiet quitting. When voicing concerns may lead to retaliation, employees withdraw, as they would rather avoid confrontation or instability.
Without room to speak up, grow, or be healthy, it’s understandable that they shut down quietly, since these could easily lead to burnout.
Misalignment of values or priorities
At times, employees realize their own beliefs don’t align with the organization’s culture. Their personal goals may start to diverge as well. 50% of Gen Z and 43% of Millennials have even rejected assignments that don’t match their values.
When open dialogue about these differences is absent, workers silently resign.
HR strategies to combat quiet quitting
Quiet quitting festers in workplaces where employees feel undervalued. With people-centric strategies, you can halt it before it spreads—even reverse it. Here are some examples that let you achieve this.
Strengthen recognition and rewards
81.9% of employees say recognition boosts their engagement. To show that their efforts matter, cultivate a culture that appreciates and rewards them for their work and achievements. Consider these as well:
Regular, meaningful appreciation
Generic praise doesn’t work, as each individual is driven by unique motivations. So, tailor your incentives to their interests and contributions.
For instance, reward them for how they encourage collaboration, then throw in a small token that supports their hobbies.
Publicly celebrate achievements
Recognition is more powerful when it’s visible. To boost engagement, celebrate wins in team meetings, internal newsletters, and on social platforms. Recognize desirable behaviors as well, rather than just results—this ingrains good practices into your culture.
Encourage open communication and feedback
Empower employees by letting them freely share concerns. Openness builds trust, and people need to feel heard before they feel invested. To maintain this, do the following:
Conduct regular one-on-ones and stay interviews
These aren’t just check-ins; they’re vital retention tools. One-on-ones and stay interviews are touchpoints that surface concerns early, as these explore individual goals, challenges, and motivations.
These discussions let you formulate interventions that address disengagement and underperformance as well.
Create safe feedback channels
Psychological safety influences how comfortable employees are about bringing up issues at work—basically, it fuels honesty. To effectively gather your workers’ sincere input, establish safe avenues for them to share it.
Conduct open forums and anonymous engagement surveys that let people speak candidly and, ultimately, without fear. To strengthen trust, show them you’re acting on their concerns as well.
Support growth and purpose
Quiet quitting can stem from stagnation, so invest in employee learning and development (L&D).
Provide upskilling opportunities and promote internal mobility
Offering tangible career pathways isn’t just about upskilling, but also about compelling employees to stay.
Give them chances to learn and advance, whether they be through workshops, mentorship, seminars, or opportunities to try other roles and departments.
Reconnect work to impact
In mission-driven organizations, impact is a key driver of employee motivation. By helping teams see how they contribute to a higher purpose, you keep them engaged. For instance, you can show how their work helps the company fulfill its commitment to environmental sustainability.
Train empathetic leaders
Equip your leaders with emotional intelligence (EI), as it teaches them to check in on employees, uphold their well-being, and respond to conflict and disengagement constructively. This empathetic approach is key to cultivating trust, engagement, and improving performance.
Wrapping up—Quiet quitting requires prompt and intentional action
Quiet quitting isn’t just a trend; it’s a symptom. It points to unmet needs that lead to disconnection. Left untreated, it can discreetly erode morale, sap productivity, and damage company culture, ultimately resulting in turnover.
This issue, however, isn’t irreversible. By recognizing quiet quitting early, you can re-engage employees before it escalates into departure. The key is to listen and act deliberately.
When you cultivate environments that make work feel meaningful again, people show up not just because they have to, but because they care.
