Quiet Quitting: What's Really Behind it - And How HR Can Respond Appropriately

Irion Dekov
May 7
3 min read

In recent years, the phenomenon of “quiet quitting” has attracted increasing attention. The term does not describe actual resignation, but rather a conscious decision by employees to only do the contractually agreed minimum and distance themselves emotionally from the company. This phenomenon presents HR managers with new challenges, especially regarding employee retention and motivation.

Possible Causes

“Quiet quitting” therefore describes a phenomenon, where employees are physically present but no longer mentally and emotionally committed to their work. In this sense, workers only do what they are contractually obliged to do as employees. There can be many reasons for this: lack of recognition, lack of development opportunities, overwork or a poor working atmosphere. Generation Z in particular attaches great importance to meaningfulness, personal development and psychological security in the workplace. If these essentials remain unfulfilled, employees might withdraw and only fulfill the minimum requirements of their position.

Effects on Companies

On the one hand, there are people who no longer want to define their self-worth solely in terms of their work. On the other hand are companies that previously relied on committed employees. A decline in engagement can lead to a wide variety of outcomes, including:

· Decline in productivity: Potentials remain untapped and creativity, initiative and innovativeness decrease.

· Loss of competitiveness: A committed employee is a significant competitive advantage due to the assumption of responsibility and new ideas.

· Changed corporate culture: An initially performance-oriented company might have to pivot in its fundamental values.

· Uneven distribution of work: If the workload is not adjusted, individual colleagues may take on even more workload to fill new gaps.

Strategies for HR: Prevention and Intervention

HR managers can take various measures to counteract:

1. Regular feedback and open communication: A continuous dialog between managers and employees promotes trust and enables an early response to dissatisfaction.

.2 Recognition and appreciation: Targeted recognition of performance increases employees' motivation and sense of belonging.

3 Promoting work-life balance: Flexible working hours, home office options and stress management offerings can help keep employees happy and healthy.

4 Provide development opportunities: Further training opportunities and clear career paths show employees their prospects. This gives employees the opportunity to shape their future at the company mor individually.

5 Strengthening the corporate culture: Creating a positive, inclusive and supportive atmosphere is the cornerstone of a good corporate culture.

Conclusion: Proactive action is required

“Quiet quitting” is a symptom of a root cause: underlying problems within an organization. It most oftenly signals that employees do not feel sufficiently valued or supported. Ideally companies act proactively, before "severe symptoms" are formed. More practically this means acting to create an environment in which employees can work with motivation and commitment. Through targeted measures in the areas of communication, recognition, work-life balance and development, companies can also counteract the trend of “quiet quitting” if needed.