By Meryem D. Wilflingseder:

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The post-pandemic shift in workplace culture and the rise of flexible and remote work arrangements have led to new ways of expressing job dissatisfaction. When formal resignation isn't an option, many employees are channeling their disengagement and burnout into a phenomenon now known as quiet quitting. In this article, I’ll explain what quiet quitting is, its early signs, the deteriorating impact it can have on employers and teams alike, and how effective HR strategies can help prevent it.

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What does ‘quiet quitting’ mean?

Quiet quitting is a new term for an old phenomenon: employee disengagement. It refers to employees who choose to perform only to the bare minimum required by their position, disengaging from any additional responsibilities without actively trying to get fired. As the term ‘quiet’ suggests, this lack of motivation is not immediately obvious to their management or co-workers, and may sometimes be a side effect of setting healthier boundaries when employees shift the focus from career ambitions to other life priorities. Maintaining a steady, minimal-effort approach to work without seeking promotions or additional responsibilities isn’t necessarily a catastrophic thing. However, more often than not quiet quitting roots in burnout, stressful or toxic work environments, and overall dissatisfaction with the job, foreshadowing actual termination. To spot a quiet quitter early on, look out for the following patterns (Saks, 2006):

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• Behavioral: reduced effort, increased absenteeism, withdrawal, procrastination
• Emotional: lack of enthusiasm, cynicism, stress and frustration, low commitment, burnout symptoms
• Performance-based: declining productivity, frequent mistakes, failure to meet goals and deadlines, resistance to change
• Social: conflicts with colleagues, reluctant communication, disengagement in meetings

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What triggers quiet quitting?

To understand the potential causes of employee disengagement, also known as quiet quitting, I recommend the Harvard Business Review article Are Our Brains Wired to Quiet Quit? This piece explores how the phenomenon is closely tied to the psychological concept of learned helplessness. The authors argue that learned helplessness occurs at work when employees perceive their efforts as futile and lacking impact, often as a result of:

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• A lack of control and autonomy, such as being micromanaged or mistrusted.
• Chronic stress or burnout, which are caused by demanding, unsupportive, or toxic work environments.
• A weak connection between effort and rewards, driven by poor leadership, favoritism, a misalignment with the organization’s mission, or disregard for personal values.

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Thus, quiet quitting is often not an outright rejection of work, but a coping mechanism that employees resort to to protect themselves from ongoing emotional harm. It is a red flag signaling to management systemic issues and poor practices. In most cases, employees cannot be blamed for their lack of commitment and enthusiasm, as such behavior is not without cause.

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What are the consequences of quiet quitting?

The consequences of quiet quitting can be detrimental to individuals and companies alike.

On an individual level, quiet quitting often results in:

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• Poor productivity. Employees disengage and perform only the bare minimum.
• An increased risk of workplace stress and burnout. Ongoing disengagement can create a cycle of burnout and lead employees to exhaustion.
• Poor job satisfaction. A prolonged feeling of disconnect from the organization can cause morale and job fulfillment to hit rock bottom.

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For management and companies, the outcomes are equally damaging (Harter, Schmidt & Hayes, 2002):

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• Higher talent turnover rates, as disengaged employees are more likely to leave the workplace for good.
• Negative team dynamics. One quiet quitter can affect the entire team's morale, while toxic individuals who perpetuate negativity often remain, fueling further disengagement.
• Loss of talent. Top performers are more likely to engage in quiet quitting when they feel their contributions go unrecognized or unrewarded.
• Reduced profitability: Declining productivity and frequent turnover drive up costs and hurt overall profits.
• Reputational damage. A tarnished reputation makes it more difficult to attract and retain clients and future talent.

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What are the strategies to keep employees engaged and motivated and prevent quiet quitting?

Luckily, quiet quitting is preventable with a thoughtful approach that addresses both individual and organizational needs. Proven strategies include:

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• Fostering open communication. Regular one-on-one meetings and transparent dialogue help managers understand employee concerns, build trust, and create a culture where feedback is valued.
• Promoting work-life balance. Implementing flexible work policies, ensuring manageable workloads, and distributing tasks fairly can prevent burnout and foster a healthier work environment.
• Recognizing and rewarding contributions. Celebrating achievements and offering meaningful incentives make employees feel valued and motivated.
• Encouraging career development. Providing clear paths for growth through training, mentorship programs, and skills development opportunities keeps employees engaged and invested in their roles.
• Fostering inclusive culture. Encouraging collaboration, respect, and diversity helps employees feel seen and valued, strengthening their connection to the organization.
• Conducting engagement surveys. Measuring employee satisfaction and acting on feedback ensures potential issues are addressed early, preventing disengagement from escalating.

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To successfully introduce and implement these strategies, a company needs an all-star HR team capable of fostering a supportive, engaging environment that empowers employees to thrive and reduces the likelihood of quiet quitting. How can such a team be created? You either build one, train one, or outsource one.

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How can outsourced HR support improve talent retention and prevent quiet quitting?

The more valuable your team members are, the more important it is to provide them with comprehensive support from the HR side. If your in-house HR team handles only a basic scope of tasks, consider turning to a third-party service for:

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• policy design and implementation
• expertly crafted and unbiased assessments
• employee surveys and analytics
• training programs
• exit interviews that provide actionable insights to improve retention

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At Acvian, we offer HR Plus – an end-to-end HR service package within the framework of Employer of Record (EOR) and Professional Employment Organization (PEO) solutions. HR Plus goes beyond the standard range of HR functions and is tailored to meet broader workforce needs, including strategic workforce management and talent retention support.

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If you are interested in Acvian HR Plus, one of our team members will be happy to learn more about your business needs and explain the package in more detail. To get in touch with us, simply book a meeting with our expert or submit a request form.