Quiet quitting has emerged as a significant workplace trend, reflecting a growing disconnect between employees and their organizations. While not an outright resignation, quiet quitting occurs when employees disengage, doing only the bare minimum required for their roles. For HR professionals, recognizing, preventing, and addressing this phenomenon is essential for fostering a motivated workforce and retaining talent.
Table of Contents
What is Quiet Quitting?
Quiet quitting, or silent quitting, is the practice of employees limiting their effort to strictly what is outlined in their job description. They avoid additional responsibilities, extra hours, or going above and beyond. Unlike active disengagement, quiet quitting is subtle and often goes unnoticed until it impacts productivity and morale.
Key Stats
- The trend is more common among younger employees, with only 31% of Gen Z workers reporting active engagement.
Signs of Quiet Quitting: Understanding the Subtle Indicators
Quiet quitting is not always immediately apparent; it often emerges subtly over time. As HR professionals, recognizing these signs early on can help mitigate the negative effects and prevent deeper disengagement. Here’s an in-depth look at the signs of quiet quitting and how to identify them in your workplace.
1. Reduced Enthusiasm
Employees showing a lack of enthusiasm are among the clearest indicators of quiet quitting. They may no longer participate actively in meetings, avoid initiating projects, or contribute new ideas during brainstorming sessions. This lack of initiative can stem from feeling undervalued, disengaged, or disconnected from the company’s mission.
Psychologically, this behavior may reflect unmet higher-level needs in Maslow’s Hierarchy of Needs. According to Maslow, self-actualization, which includes achieving personal growth, contributing to others, and realizing one’s full potential, is crucial for motivation. Employees who no longer feel they are progressing or contributing to meaningful work may retreat into minimal effort, becoming disengaged.
Survey Insight: Employees who feel disengaged at work are 2.5 times more likely to disengage entirely, leading to reduced enthusiasm and commitment to their roles.
Gallup
2. Minimal Effort
Quiet quitters often limit their contributions to only what is explicitly stated in their job description, avoiding extra responsibilities or volunteering for new initiatives. While doing the minimum may seem like a solution to personal burnout or dissatisfaction, it signals a broader issue of disengagement.
In psychology, this behavior is often linked to extrinsic motivation, where employees only do what’s required to meet external expectations (like job security) rather than feeling intrinsically motivated by a sense of purpose or achievement. When employees are extrinsically motivated, they are less likely to seek out opportunities to excel or innovate beyond the basics.
Survey Insight: Employees who perceive a lack of opportunities for advancement are 3x more likely to exhibit disengagement behaviors such as quiet quitting.
Deloitte’s 2023 report
3. Lack of Communication
Quiet quitters tend to pull back from communication. This may include avoiding discussions, not updating colleagues on their progress, or failing to provide feedback during team meetings. Communication breakdowns like these indicate a deeper disengagement with the team and company.
Psychologically, this withdrawal can be understood through the lens of cognitive dissonance. When employees feel their values or goals are misaligned with the company’s culture, they experience discomfort and may retreat into silence to avoid conflict or dissonance between their inner beliefs and outward actions. The result is disengagement and a lack of communication.
Research Insight: A study published in the Journal of Applied Psychology found that employees who are dissatisfied with their job are 40% more likely to avoid communication, leading to isolation and reduced collaboration.
4. Withdrawal from Team Activities
Employees who engage in quiet quitting are likely to withdraw from team-building exercises, collaborative projects, or social events organized by the company. Their absence from these activities is often not due to external factors (like scheduling conflicts), but because they have mentally or emotionally distanced themselves from the team.
This withdrawal can be linked to social loafing, a psychological phenomenon where individuals reduce their effort in group settings because they feel their contributions won’t be recognized or that they’re not a valued part of the group. Over time, employees who perceive little benefit from participating in team activities may disengage entirely, contributing to quiet quitting.
Study Insight: Research in the Journal of Organizational Behavior found that teams with low cohesion experience higher levels of disengagement, with 42% of employees citing the lack of a strong team culture as a reason for pulling back.
5. Decline in Productivity
A key sign of quiet quitting is a noticeable decline in productivity. Employees may still meet their basic targets but will show little initiative to improve work quality or go beyond the minimum expectations. This gradual dip in performance is not always drastic enough to raise immediate alarms, but over time, it can compound and affect overall team performance.
From a psychological perspective, this reflects the decrease in intrinsic motivation, which is closely tied to an employee’s sense of autonomy and competence. When employees no longer feel they have control over their tasks or that their work will lead to meaningful outcomes, they tend to reduce effort and disengage.
Survey Insight: A 2023 Gartner survey found that employees who experience a drop in motivation due to lack of challenge or purpose are 2.5 times more likely to show a decline in productivity, which may indicate quiet quitting.
Recognizing the signs of quiet quitting requires HR professionals to be observant and proactive. Reduced enthusiasm, minimal effort, lack of communication, withdrawal from team activities, and a decline in productivity are all signs that an employee may be disengaging. Understanding the underlying psychological factors, such as Maslow’s Hierarchy of Needs, cognitive dissonance, and social loafing, can help HR professionals better interpret these behaviors and address them early.
By staying aware of these subtle indicators, HR can implement targeted strategies to address quiet quitting before it takes hold, ensuring a more engaged and motivated workforce.
Disengagement costs the global economy $7.8 trillion annually in lost productivity.
Gallup
Reasons for Quiet Quitting: Understanding the Underlying Causes
To effectively address quiet quitting, HR professionals need to comprehend the core reasons why employees disengage and start quitting quietly. This deeper understanding will enable you to implement targeted strategies to prevent quiet quitting and retain talent.
1. Lack of Career Growth
Career stagnation is one of the primary reasons employees may resort to quiet quitting. When employees feel there is no room for advancement or development in their role, they can lose the motivation to fully engage with their work. This lack of growth opportunities can lead to a sense of being “stuck,” and over time, employees will scale back their efforts to avoid burnout or dissatisfaction. According to Gartner, 43% of employees report feeling stuck in their current roles with no clear career progression paths, which significantly impacts their engagement and long-term commitment to the company.
Psychological Perspective: This disengagement is rooted in Maslow’s Hierarchy of Needs, particularly in the esteem and self-actualization levels. Employees who feel their potential is not being realized may lose motivation, as they no longer see opportunities for personal or professional growth.
2. Work-Life Balance
In the post-pandemic era, the importance of work-life balance has grown significantly. Many employees now prioritize flexibility over workplace perks, valuing their personal time and well-being over additional job benefits. When organizations fail to provide this balance, employees may choose to disengage, doing the bare minimum to maintain their jobs but not fully investing in their roles. A report by Deloitte found that 56% of workers now prioritize work-life balance and flexibility over other workplace perks, such as bonuses or recognition. This growing emphasis on personal well-being is reshaping the expectations employees have for their workplace.
Psychological Perspective: The desire for a balanced life taps into the self-care and social needs within Maslow’s framework. Employees who cannot reconcile their work with their personal lives may experience anxiety, stress, and eventually, disengagement.
3. Burnout
Burnout is a well-documented contributor to quiet quitting. Employees who are overwhelmed by excessive work demands, unclear expectations, or lack of support may experience emotional exhaustion, leading them to withdraw and perform only the minimum required tasks. According to Gallup, 44% of employees report experiencing burnout, with many attributing it to long work hours, insufficient resources, and high expectations. This mental and physical exhaustion can lead to disengagement, as employees simply conserve their energy rather than give their best effort.
Psychological Perspective: Burnout occurs when the demands of the job exceed the employee’s ability to cope, leading to a drop in motivation and engagement. When employees feel overwhelmed and unsupported, they may disengage as a form of self-preservation.
4. Inadequate Compensation
Employees who feel their compensation does not align with their effort, skill level, or the industry standard are more likely to disengage. The sense of being underpaid can trigger feelings of resentment and undervaluation, prompting employees to reduce their level of effort and simply do the bare minimum. According to a report from Harvard Business Review, 41% of employees indicated that their primary reason for disengagement was feeling inadequately compensated, which directly impacts their desire to go above and beyond in their roles.
Psychological Perspective: When employees perceive a lack of fairness in compensation, it can lead to a breakdown of trust in the organization. This disrupts their sense of equity (as defined by equity theory), which in turn leads to disengagement and quiet quitting.
5. Toxic Work Environment
A toxic work environment is often the result of poor leadership, negative interpersonal dynamics, or a lack of respect and collaboration. Employees working in such environments may choose to disengage rather than confront the negativity, leading them to withdraw and “quietly quit”. Research from Gallup highlights that 71% of employees cite poor leadership as the primary cause of disengagement, which can escalate into quiet quitting. Toxic work cultures are linked to high turnover rates, with employees seeking healthier environments.
Psychological Perspective: Toxic work environments can trigger workplace stress, which, if chronic, leads to disengagement and burnout. Employees who feel unsupported or belittled are less likely to contribute meaningfully, resulting in quiet quitting.
6. Lack of Recognition
When employees’ efforts go unrecognized, they may feel invisible and undervalued, leading them to disengage. Recognition is a key psychological motivator that drives employees to go beyond basic job expectations. Without this positive reinforcement, employees are more likely to reduce their effort and contribute only the minimum required. Gartner’s 2023 study found that employees who feel unrecognized for their contributions are twice as likely to disengage. Lack of recognition is a leading cause of quiet quitting, as employees withdraw emotionally and mentally from their work.
Psychological Perspective: The lack of recognition disrupts the esteem needs in Maslow’s Hierarchy, which include the desire for respect, recognition, and achievement. When employees feel their contributions are unnoticed, they lose the intrinsic motivation to continue striving for excellence.
The reasons behind quiet quitting are complex and multi-faceted. Factors like lack of career growth, poor work-life balance, burnout, inadequate compensation, toxic work environments, and lack of recognition all contribute to employees’ decision to disengage. By understanding these underlying causes, HR professionals can take proactive steps to address these issues and re-engage employees before quiet quitting takes root.
Incorporating feedback, fostering a culture of recognition, ensuring fair compensation, and providing clear pathways for growth are all critical in preventing quiet quitting. By addressing these concerns head-on, HR professionals can create a more motivated, engaged, and productive workforce.
Preventive Action Plan: Proactively Addressing Quiet Quitting
To prevent quiet quitting from affecting your organization, HR professionals must take proactive steps to foster employee engagement, satisfaction, and long-term retention. These measures help ensure that employees feel valued, heard, and aligned with the company’s goals.
1. Provide Career Development Opportunities
Employees who feel that their career is stagnant or lack clear opportunities for advancement are at risk of disengaging. Offering career development programs such as mentorship, upskilling opportunities, and clearly defined promotion tracks can address this issue. According to LinkedIn, 91% of employees are more likely to stay with a company when they see growth opportunities. This aligns with Maslow’s Hierarchy of Needs, particularly the need for self-actualization. Employees are motivated by opportunities to grow, and offering career development fulfills this need, which in turn enhances their engagement and job satisfaction. Career development opportunities help employees see a future at the company, reducing the likelihood of disengagement.
2. Promote Work-Life Balance
Work-life balance plays a pivotal role in retaining employees. Flexibility in work hours or offering hybrid models allows employees to better manage their personal and professional lives, reducing stress and preventing burnout. In a study by Deloitte, 56% of workers stated that they prioritize flexibility and work-life balance over traditional workplace perks. According to Herzberg’s Two-Factor Theory, work-life balance is a hygiene factor—its absence leads to dissatisfaction, but its presence prevents dissatisfaction and promotes a stable, supportive work environment. Employees are more likely to stay when their personal well-being is supported, making work-life balance a critical preventive measure.
3. Recognize and Reward Contributions
Recognizing and rewarding contributions is another key strategy for improving morale. Whether through public recognition, bonuses, or promotions, acknowledging employees’ efforts fosters a sense of appreciation. Research by the Society for Human Resource Management (SHRM) shows that regular appreciation boosts employee satisfaction by 68%. This recognition addresses employees’ esteem needs, as outlined in Maslow’s Hierarchy, and is essential for motivation and continued high performance. When employees feel their work is valued, they are more likely to remain engaged and avoid quiet quitting.
4. Ensure Fair Compensation
Fair compensation also plays a crucial role in employee retention. Regularly reviewing salaries and benefits to ensure they are competitive within the industry and reflect employees’ contributions helps prevent feelings of undervaluation. A study from Harvard Business Review shows that 41% of employees leave their jobs due to inadequate compensation. According to equity theory, employees assess their inputs (effort and work) relative to their outputs (salary and benefits). Discrepancies in this balance can lead to disengagement and quiet quitting. When employees feel fairly compensated, they are more likely to remain motivated and committed to their work.
5. Foster Positive Leadership
Leadership is a critical factor in preventing disengagement. Leaders who are empathetic, approachable, and skilled communicators create an environment where employees feel understood and supported. Gallup reports that poor management practices are linked to 70% of disengagement cases. Leadership impacts employees’ belongingness needs within Maslow’s Hierarchy; when leaders build strong, supportive relationships, employees feel valued and are more likely to remain engaged. Good leadership can be a deciding factor in whether employees decide to stay with a company or quietly quit.
6. Align Employees with Purpose
Employees need to understand how their roles contribute to broader organizational goals. When employees feel connected to the company’s mission, they are more likely to stay motivated. Deloitte found that employees who identify with their company’s mission are three times more likely to stay engaged. This is consistent with self-actualization and purpose in Maslow’s framework—when employees understand the importance of their work and its impact, they experience greater motivation and job satisfaction. Helping employees see the bigger picture can prevent disengagement and quiet quitting by fostering a sense of purpose.
Curative Action Plan: Re-engaging Employees After Quiet Quitting Has Occurred
If quiet quitting has already taken hold, it’s essential for HR to implement corrective measures to restore employee engagement and morale. These actions help address the root causes of disengagement and ensure that employees feel reconnected to their roles and the company.
1. Conduct Stay Interviews
- Understand employee concerns through one-on-one discussions : Stay interviews are an effective way to understand the underlying causes of disengagement. One-on-one discussions with employees provide an opportunity to address concerns directly and understand any obstacles preventing full engagement.
- Address specific grievances or barriers to engagement : These interviews allow HR to uncover unmet needs and barriers to employee satisfaction, helping HR to act swiftly to resolve issues. Stay interviews provide valuable feedback that can help guide HR professionals in taking corrective steps.
2. Address Workload Issues
- Redistribute tasks to prevent burnout and clarify priorities : Workload issues are a major contributor to burnout and disengagement. Redistributing tasks, adjusting workloads, and clarifying priorities can alleviate stress and help employees regain a sense of control over their responsibilities. Gallup reports that 68% of employees feel stressed due to excessive workloads. By addressing workload issues, HR can reduce stress levels, prevent burnout, and support overall employee well-being. Ensuring that employees have a manageable workload can mitigate feelings of overwhelm and re-engage them with their work.
3. Reassess Leadership Styles
- Evaluate management approaches and provide training for leaders to build stronger relationships with their teams: Reassessing leadership styles is another crucial step in restoring engagement. Leadership is central to fostering an environment where employees feel heard and supported. Evaluating leadership approaches and providing leadership development programs can strengthen relationships between managers and their teams, leading to better communication, empathy, and trust. Gallup’s research shows that 70% of disengagement can be traced back to poor management practices, highlighting the need for strong, supportive leaders. Leaders who exhibit emotional intelligence and take time to understand the needs of their teams can turn disengaged employees into motivated ones.
4. Provide Emotional Support
- Introduce mental health programs, wellness initiatives, and stress management resources : Offering emotional support through mental health programs, wellness initiatives, and stress management resources can help employees cope with challenges and regain their motivation. The American Psychological Association (APA) reports that employees with access to mental health support are 60% more likely to stay productive and engaged. Providing emotional support addresses employees’ mental well-being, helping them manage stress and maintain engagement. Programs that prioritize mental health can make a significant difference in re-engaging employees who may have quietly quit due to emotional or psychological challenges.
Employees with access to mental health support are 60% more likely to stay productive (APA).
5. Reignite Purpose
- Reintroduce employees to the company mission and their role in achieving it: reigniting employees’ sense of purpose can be a powerful way to restore engagement. Reconnecting employees with the company’s mission and helping them understand how their roles contribute to broader organizational goals fosters a sense of purpose. Employees who feel aligned with their company’s mission are three times more likely to stay engaged. This helps fulfill their self-actualization and purpose needs, ensuring they see their work as meaningful and impactful. Reconnecting employees with the company’s larger mission can restore their commitment and help them feel re-engaged with their roles.
Create opportunities for employees to contribute ideas and lead projects aligned with their interests.
The Impact of Quiet Quitting and HR’s Role
Quiet quitting poses significant challenges, including reduced productivity, higher turnover rates, and a decline in team morale. However, it also offers an opportunity for HR professionals to rethink engagement strategies and create more inclusive, supportive workplaces.
Key Takeaways for HR
- Identify and address early signs of disengagement.
- Build a culture of recognition, growth, and work-life balance.
- Take immediate action to reconnect employees with their purpose and value within the organization.
By implementing both preventive and curative measures, HR professionals can turn the tide on quiet quitting, fostering an environment where employees feel empowered to thrive. Overcoming quiet quitting is an essential HR challenge that requires a proactive and strategic approach, as discussed in our previous article on HR challenges to overcome.