With shifting workplace expectations, employee engagement and retention are more critical than ever. When business owners give managers the tools to keep employees engaged through financial incentives, a positive company culture, and skills-based career advancement opportunities, companies are able to build a strong and motivated workforce that is committed to their success.
Conversely, ignoring the early signs of disengagement or mismanaging internal talent can quickly erode morale and increase turnover. Understanding the dynamics of quiet quitting and quiet hiring is important as it can help organizations turn potential workforce challenges into strategic opportunities for growth and engagement.
What is Quiet Quitting?
Quiet quitting is a buzzword about a workplace trend that became popularized during the COVID-19 Pandemic. During that time, employees began pushing back against the idea that they should go “above and beyond” at their jobs or risk being passed over for promotions and raises. In theory, employees are looking for better work-life balance and to set healthy boundaries.
According to Gallup, employee engagement in the U.S. fell to about 31% in 2024 (the lowest in a decade). So, which employees are most likely to engage in quiet quitting? The two main groups are young workers between the ages of 18-34 and mid-career workers between the ages of 35-44.
While employers are not generally looking to take advantage of their employees, they also want to avoid a toxic environment that leads to unproductive and disengaged workers who are constantly looking for a better job. HR can address quiet quitting by taking several proactive steps.
How Can Businesses Address Quiet Quitting?
Businesses can manage quiet quitting in the workplace by creating a work environment that supports engaged employees and recognizes disengagement early. When we think about quiet quitting within the context of employee engagement, it is easier to figure out how to manage this workplace trend.
How businesses can meet the needs of young and mid-career workers to lessen the impacts of quiet quitting:
- Identify and address employee disengagement early. Pay attention to signs of disengagement like declining productivity, lack of enthusiasm, and withdrawal from team interactions. When signs are observed, managers should check-in to ask if the employee is feeling supported. Conducting anonymous employee feedback surveys can also help uncover widespread morale issues before they escalate by giving managers a chance to take proactive steps to re-engage their workforce.
- Compensate fairly. Avoid the mistake of paying new hires more than existing employees. They will notice, and it can quickly lead to feelings of being undervalued and a search for higher pay somewhere else. Similarly, failing to provide cost-of-living increases or adding responsibilities without additional compensation can quietly erode trust and retention among mid-career employees.
- Be proactive about mental health issues in the workplace. Employers who make meaningful investments in their employee’s mental well-being can help manage stress before burnout takes hold.
- Make recognizing your employees a strategic priority. When employees feel unappreciated, they are more likely to disengage and seek other opportunities. Recognizing their contributions, showing how their work drives company success, and rewarding exceptional performance with financial incentives supports a loyal, engaged workforce ready to go the extra mile.
- Be sensitive to employee expectations for workplace flexibility and other perks. You may have noticed that big companies that insisted on a full-time return to the office have encountered strong pushback from employees– including a stream of resignation letters. The post-COVID-19 work environment is different and requires a more delicate balance between manager and employee preferences. The bottom line: offer as much workplace flexibility as you reasonably can without harming the business. Workplaces that require in-person work may wish to provide perks like an exercise room, tea and coffee bars, and designated quiet spaces.
- Prioritize good relationships between managers and workers. Employees are much more likely to quit a job with a “bad boss.” As a business owner, it is in your interest to hire managers and supervisors who care about employee morale as much as they do about productivity. Encourage managers to connect with their team members on a regular basis for short casual meetings instead of waiting for the annual performance review.
- Offer individualized career management. Employers can increase loyalty and employee engagement by identifying each worker’s career goals and what steps they can take to get the promotion they’re aiming for.
What is Quiet Hiring?
Unlike quiet quitting, quiet hiring is a workplace strategy where companies address skill gaps or increased workloads by promoting or expanding the role of existing employees or by hiring temporary staff instead of hiring new full-time employees. Essentially, quiet hiring is when companies hire or promote from within, often to manage costs or economic uncertainty. In many cases, employers will take the opportunity to upskill employees who are already performing well because they recognize their talent and ability to learn.
There are many benefits of quiet hiring to the business as this approach saves time and money on recruitment, and it often results in hiring candidates who are already proven to be a good fit for the company culture. For employees, quiet hiring can offer more opportunities for growth, skill development, and recognition of their abilities.
It’s important to know that there are potential downsides to quiet hiring that should be considered:
- Employee burnout. When employees are tasked with extra responsibilities without proper support, it can quickly lead to burnout.
- Resentment. Employees may feel undervalued when asked to cover additional tasks if they are not given a formal promotion or increased compensation.
- Hidden skill gaps. Simply shifting work tasks can mask staffing or expertise shortages, which may limit long-term growth.
- Lower engagement and retention. Over time, disengagement may rise and turnover may increase if employees feel the extra workload is unfair.
How to Use Quiet Hiring Effectively for Workforce Planning
Companies can use quiet hiring effectively by focusing on employees’ skills, recognizing their strengths, identifying areas for growth, and planning clear career development paths.
As far as how the concepts are connected, when quiet hiring is done well, it can reduce the likelihood of quiet quitting. Both quiet hiring and quiet quitting can pose challenges for organizations, but when quiet hiring is used strategically and quiet quitting is mitigated by recognizing and addressing the signs of disengaged employees, companies can boost productivity, retain top talent, and create a more engaged, resilient workforce.
Avoid the Pitfalls of Quiet Quitting and Quiet Hiring with Support from Seay HR
With Seay HR as your partner, you won’t have to guess why engagement is slipping or how to increase capacity without stretching your team too thin. Our outsourced HR team can help you take steps to prevent quiet quitting while strategically using quiet hiring to strengthen leadership in a way that unlocks internal talent and aligns employees with your organizational goals.
If you’re ready to position your organization for sustainable growth, Seay HR is ready to help. Contact us today to get started.
Please note: This article is for informational purposes only and does not constitute legal or professional advice. Seay HR makes no representations or warranties, express or implied, regarding the accuracy, completeness, or applicability of the information contained herein.
Seay HR disclaims all liability for any actions taken or not taken based on the information in this article. Readers are solely responsible for their own interpretation and use of this information.
