Spotting Quiet Quitting & Rebuilding Employee Engagement

Rewind a year or two, and we were still feeling the impact of The Great Resignation, otherwise known as the Big Quit. Conversations focused on why employees were leaving, with research pointing to the pursuit of a better work life balance, limited career opportunities, and job dissatisfaction. Organisations worked hard to retain talent at all costs. 

But things change quickly. The labour market has done a full 360, with economic pressures and government policies tightening job opportunities. Increased competition, rising unemployment, and rapid technology shifts have made it harder for employees to transition to new roles. As a result, many are choosing to stay put, even if the organisation or role is no longer the right fit. 

This phenomenon - where employees remain physically present but disengaged - is known as The Big Stay, presenteeism or having quiet quitters. 

What Does Quiet Quitting Mean for Organisations? 

At first glance, quiet quitting may seem like a neutral issue. Employees are still showing up and completing their work. However, the reality is that disengaged employees contribute less to innovation, productivity, and overall business growth. More subtly, it can also impact team morale. When engaged employees see others doing the bare minimum without consequence, it can be demotivating, leading to a ripple effect of decreased engagement across the organisation. 

How Can Leaders Identify Quiet Quitters? 

To address quiet quitting, leaders must first recognise it. Some indicators include: 

• Decreased enthusiasm for tasks they previously enjoyed 

• A decline in collaboration or participation in meetings or projects 

• Missed deadlines or lower-quality work 

• Less engagement in company initiatives or events 

• A shift in attitude - becoming withdrawn or more cynical 

  
  

It’s important to note that we don’t always know what’s going on in people’s lives. Some of these behaviours may stem from challenges outside of work, so approaching these conversations with curiosity and care should always be the first step.  

If you notice these signs, a proactive approach is key. 

Re-engaging Employees: Strategies for Leaders 

1. Conduct an Organisational “Temperature Check” 

One of the best ways to gauge engagement levels is through anonymous surveys – these may be broad engagement surveys or more frequent pulse surveys. These provide insight into overall motivation, helping managers identify common concerns and areas needing improvement. However, beyond broad surveys, more targeted approaches are often needed. 

2. Implement Stay Interviews for Disengaged Employees and Key Talent 

While exit interviews provide insights into why employees leave, stay interviews help uncover why they stay - and what might make them leave in the future. Stay interviews are useful for people who are displaying signs of disengagement. It demonstrates the organisation’s interest in creating a positive work experience for employees and provides an opportunity for people to speak out if there are things that could be improved. Importantly, stay interviews should not be limited to disengaged individuals; they are equally beneficial for engaged and motivated employees and should be considered for high performers and those key people who the organisation relies on. For high-value employees, conducting stay interviews can prevent disengagement before it becomes a problem and help managers forward plan for these individuals to help ensure their retention. 

Stay interviews can include questions such as: 

• What aspects of our culture do you find most valuable, and where do you see room for improvement?

• How has your role evolved over time, and what would help you continue growing and delivering impact?

• Which leadership behaviours do you feel most contribute to retention and engagement, and which could be improved?

• What barriers, if any, prevent you from doing your best work here, and how could we address them?

The tone of these interviews is crucial. They should feel like a positive investment in the employee’s future, not a veiled performance review. 

3. Have Honest, One-on-One Conversations 

Be conscious of how your employees are engaging and working. Think about their behaviour and whether things have changed. If you’ve observed a change in an employee’s engagement, address it directly in a supportive way. Start with a simple observation: 

“I’ve noticed some changes in how you’ve been working lately, and I want to understand how you’re feeling. What’s been on your mind?”

Providing specific examples - such as missed deadlines or decreased participation - can encourage them to open up. In some cases, an honest conversation and acknowledgment of their feelings can be enough to help re-engage them. 

4. Offer Support and Development Opportunities 

Some employees disengage because they feel stagnant or overlooked. If an employee expresses dissatisfaction with where they are in their growth cycle, explore opportunities for professional growth. Whether it’s new projects, training, or mentoring, investing in their development can reignite their enthusiasm. 

When It's Time to Address Performance Concerns 

Not every disengaged employee will re-engage. If performance issues continue despite clear communication and support, a more structured approach may be necessary. 

1. Provide Clear Expectations and Support 

If an employee’s disengagement is impacting their performance, be clear about expectations. Frame it as an opportunity: 

“I’ve noticed a change in your work recently, and I want to understand how we can support you. What would help you improve? "

Specific examples are essential - both in highlighting behaviours that are below expectations and in clearly communicating what the employee needs to do to improve. If sufficient improvement is not achieved over time, implementing a formal performance improvement plan with documented and collaboratively agreed milestones and outcomes may be required. 

2. Facilitating Career Transition 

In cases where the role may no longer align with an employee’s strengths or aspirations, discussions about potential alternatives within or outside the organisation can be explored. If transitioning out of the role becomes the best path forward for both parties, managing this through a transparent and collaborative process is crucial.  

Supporting an employee’s career transition thoughtfully can lead to a positive outcome where both parties benefit. Employees who leave after a positive and well-handled process may still contribute to the company’s professional network, future recruitment, or even return with renewed skills later. 

The Organisational Benefits of Addressing Quiet Quitting 

Taking action on quiet quitting benefits the entire organisation. Employees feel valued and heard, high performers are encouraged to stay, and those who no longer fit are supported in finding roles better suited to their skills and ambitions. Sometimes, simply acknowledging an employee’s disengagement and offering targeted solutions is enough to reignite their motivation. 

Ultimately, a culture of engagement, transparency, and professional development leads to higher retention, stronger teams, and a more resilient organisation. As a leader, being proactive in recognising and addressing quiet quitting will create a healthier workplace for everyone. 

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