How To Stop Employees From Quiet Quitting

Quiet quitting is making waves among business leaders.

The term describes a shift in the workplace dynamic: some employees are drawing firm boundaries around their roles, committing to only the duties spelled out in their job descriptions.

This approach to work, known as silent quitting or soft quitting, leaves many leaders worried about team engagement, morale, and long-term productivity.

Yet this trend also highlights deeper issues about wellbeing, recognition, and respect in the modern workplace.

So let’s explore the essence of quiet quitting, reveal the root causes, discuss how to spot the signs of quiet quitting, and propose tangible ways to foster a thriving team culture — one that values employees’ contributions and prevents them from quietly stepping back.

What is quiet quitting?

Quiet quitting is a movement where individuals only do what’s required in their contract (sometimes less), without volunteering for extra tasks or chasing recognition — with a view to eventually leave the company.

They show up for core responsibilities but press pause on activities that go beyond the essentials.

Some have labelled it quietly quitting or soft quitting because it reclaims personal time and energy while still fulfilling the bare minimum at work.

Leaders often see quiet quitting as a cause for alarm.

They notice a drop in above-and-beyond commitment, and worry about missing out on fresh ideas.

It can be a sign that employees need a healthier work-life balance, or that they’re tired of “hustle culture”.

Instead of blaming people for losing motivation, it helps to look deeper at the culture and expectations in place.

Managers may initially miss the signs of quiet quitting because there’s no formal resignation letter.

Everything can seem fine at first: tasks are complete, projects move forward, deadlines are met.

The difference is that employees quietly reject additional duties or refuse last-minute requests outside of normal hours.

Understanding why they make that choice is the best path to reversing the trend.

Is quiet quitting a Gen Z thing?

A lot of media coverage portrays quiet quitting as a Gen Z phenomenon.

It’s certainly true that younger workers have been vocal about resisting unreasonable expectations.

They’re often the ones bringing these conversations to light on social media, highlighting concerns about burnout and fair compensation.

However, reducing quiet quitting to a Gen Z trend misses the bigger picture.

Plenty of employees of all ages feel overworked or taken for granted.

Economic uncertainty, increasing job pressures, and shifts in digital communication have affected everyone.

The difference is that Gen Z tends to have fewer qualms about openly challenging outdated norms, so they may be the face of this shift, but they’re far from the only ones quietly quitting.

Managers who focus solely on generational labels might overlook older team members who also feel disillusioned.

If leaders assume that silent quitting is only a “young people problem,” they risk missing opportunities to create a culture where everyone feels appreciated and motivated.

Listening and responding to the deeper needs of employees — regardless of generation — brings more benefits than dismissing the trend as a passing youth fad.

Why quiet quitting matters

Quiet quitting can ripple through an organisation in unexpected ways.

Productivity might hold steady for a short time, but a long-term dip can emerge as staff withdraw from the “extra” contributions that drive innovation.

Projects that once had creative flair might become formulaic.

Recruitment and retention also take a hit if the work climate feels lacklustre.

Leaders who see signs of quiet quitting may scramble to respond.

Some assume that employees are just lazy or blame generational work ethic.

But that approach doesn’t solve the real challenge.

On the other hand, businesses that pay close attention to staff engagement can create healthier working conditions that keep people fully invested.

By recognising and addressing employee needs, they not only reduce the risk of silent quitting but strengthen the entire organisation.

How can you tell if someone is quiet quitting?

Silent quitting often appears subtle.

(There’s a reason it’s called quiet quitting!)

Colleagues keep turning in work, but the extra energy that once powered above-and-beyond efforts dwindles.

Spotting early signs of quiet quitting is about noticing changes in attitude, communication, and engagement.

Drop in enthusiasm: People who once showed genuine passion for collaborative projects seem reluctant to participate. Their body language during meetings might be more reserved, and they may contribute less than before.
Strict clock adherence: They arrive precisely at starting time and leave as soon as their shift ends — this isn’t a sign by itself, but can be an indicator. And it’s important to note that there’s nothing wrong with starting and leaving work exactly on time.
Less volunteering for tasks: They pass on optional projects or committees, explaining that they’re “too busy.” If managers ask for help beyond core duties, the response might b neutral or noncommittal.
Reduced social interaction: They’re missing from team lunches or coffee breaks more often, and chats in the office or online are short, focusing strictly on necessary work information.
Minimal feedback or input: Previous readiness to suggest new approaches fades — they rarely challenge ideas or bring up improvements that could benefit the team.

Each of these signs of quiet quitting can also have other explanations, including changes in an individual’s personal life.

That’s why a solid relationship and regular one-to-ones are crucial.

A quick chat can clarify whether someone is simply dealing with a short-term challenge or genuinely disengaging from the job.

What is the root cause of quiet quitting?

Employees often resort to silently quitting when they sense that expectations and rewards are out of balance.

A few key issues commonly prompt this behaviour:

Feeling undervalued: Workers lose motivation when managers take their extra efforts for granted. If recognition never materialises, people assume there’s no point in going the extra mile.
Stress and burnout: Tight deadlines or unmanageable workloads push people to protect themselves. Sticking strictly to core duties can feel like the only way to sustain a healthier lifestyle.
Lack of growth opportunities: Without a clear path to advancement or skill development, employees sometimes see extra work as a dead-end. They worry that all that effort will lead nowhere.
Weak company culture: If corporate values are unclear or leaders don’t walk the talk, staff may question the organisation’s commitment to them. Misalignment can lead employees to pull back — that’s clear in this study from Glassdoor, in which they found that 'Culture and Values' was the workplace factor that mattered most to employees.
Uninspiring management: Poor communication or ineffective leadership erodes trust. People need supportive managers who connect on both a professional and personal level.

How to address and reduce the risk of quiet quitting

As we can see, quiet quitting often signals deeper issues — excessive workloads, weak recognition, or limited paths to advancement.

The good news is that leaders can take proactive steps to turn quiet disengagement into renewed motivation.

Here are our practical strategies for building a healthier culture, fostering genuine growth, and nurturing stronger connections with your team.

1. Build and nurture a strong company culture

Studies have shown that a positive work culture increases staff productivity.

Culture stems from a blend of shared values, everyday behaviours, and leadership attitudes.

When individuals sense unity, they’re more willing to collaborate and less likely to disengage.

Reinforce values in hiring: Attract people who embrace your purpose and style of working.
Promote teamwork: Encourage open discussions, celebrate team achievements, and prioritise transparency.
Highlight shared success: Recognise collective milestones so everyone feels connected to the bigger picture.

2. Set and champion clear values

Clear, well-defined values guide decision-making and remind employees why the organisation matters.

People are more inclined to commit to a role when they believe in the cause.

Embed values in daily activities: Refer to them in team meetings or when planning a new project.
Check alignment regularly: Seek feedback to confirm that management decisions truly reflect stated values.
Celebrate small wins: When someone takes an action that reflects a core value, offer public appreciation.

3. Recognise employee contributions meaningfully

Recognition fuels positivity and dedication.

Financial rewards matter, but a heartfelt thank-you or public shout-out can be surprisingly powerful.

Not only is it simple and much cheaper than a pay rise, but surprisingly it's also more effective; in a recent Gallup survey, when asked what types of recognition were the most memorable, respondents emphasised six methods, with the most popular being “public recognition or acknowledgement via an award, certificate or commendation”.

Be timely and specific: Highlight why someone’s work was helpful rather than using generic praise.
Understand preferences: Some people love the spotlight, while others prefer a quick personal note.
Build recognition into routines: Encourage managers to start or end team meetings with a moment of recognition, or create a Slack channel specifically for gratitude and congratulations.

4. Prioritise employee well-being

Workplace stress takes a toll on mental and physical health.

Employees who feel you take their well-being seriously are less likely to consider quietly quitting.

Offer tangible support: Provide mental health services, such as counselling or well-being apps.
Respect personal time: Encourage lunch breaks, discourage late-night messages, and avoid an expectation of 24/7 availability.
Train managers to spot burnout: Early intervention can prevent small issues from escalating.

5. Promote meaningful development opportunities

People disengage if they feel stuck or see no pathway to growth.

Helping them build skills and discover new challenges can re-energise the entire team.

Provide clear pathways: Show employees how they can expand their responsibilities or move towards new roles.
Encourage skill-building: Fund training courses, offer mentoring, or schedule cross-functional projects.
Have regular career chats: Invite employees to share what they hope to achieve, and see how you can help.

6. Foster open and honest communication

Transparent communication strengthens trust and eliminates confusion.

When leaders share progress, goals, or challenges honestly, employees are less inclined to assume the worst.

Encourage dialogue: Hold routine one-to-ones where employees can air concerns or new ideas.
Stay approachable: Make sure team members know they can approach managers without fear of retribution.
Ask for feedback: Use surveys or suggestion boxes and acknowledge that feedback by explaining what you plan to do about it.
Share company wins and concerns: Transparency across the board is key for employees — unless there’s a privacy or policy reason, share your top-line figures with staff, celebrate company successes (however small) together, and openly discuss any potential concerns.

7. Train managers to lead with empathy

Effective leadership is about more than hitting targets.

It’s about guiding individuals, respecting boundaries, and creating an environment where people can flourish.

Empathetic leaders actively listen to employees and take their well-being seriously.

Offer leadership development: Focus on conflict resolution, emotional intelligence, and motivational techniques.
Lead by example: Managers who handle pressure calmly and respect boundaries set a tone for the entire organisation.
Encourage fairness: Ensure that responsibilities and workloads are distributed evenly, and that recognition is consistent across the board.

What we can learn from quiet quitting

Quiet quitting is a call to action — for business leaders.

It highlights a workforce that’s ready to reject unhealthy norms and demand respect, fair treatment, and personal well-being.

Employees who quietly pull back from extra responsibilities are raising an important point: the workplace must serve everyone, not just the bottom line.

Leaders who respond by examining their culture, processes, and values tend to benefit from a stronger, more committed team.

By addressing signs of quiet quitting early, and by listening to what employees genuinely need, organisations can transform potential disengagement into renewed motivation.

When values, recognition, career development, and healthy leadership converge, a sense of shared purpose replaces the urge to withdraw.

Quiet quitting won’t vanish overnight.

It’s a reminder that outdated workplace expectations are giving way to healthier, more balanced ways of working.

Businesses that adjust and embrace these changes are more likely to inspire loyalty, creativity, and a sense of shared achievement.

That’s a win for everyone — leaders, employees, and the company’s bottom line.

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