18 Nov 2025
Less intentional than quiet quitting, quiet cracking is a newly coined term for the slow, silent decline in motivation and well-being experienced by team members, as Olivia Board, paralegal at Worknest, explains
Olivia Board
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Image: Halfpoint/ Adobe Stock
You may have heard of quiet quitting and even quiet firing, but there’s a new “quiet” phenomenon for employers and HR professionals to be alert to. Quiet cracking occurs when employees silently struggle through their jobs.
Rather than openly expressing dissatisfaction, people endure it, gradually becoming “checked out”. While they continue to “show up”, they may feel disconnected, undervalued or unsupported, often remaining in their roles out of economic necessity rather than choice.
Unlike quiet quitting, where employees consciously decide to do only the bare minimum, quiet cracking is less intentional – it’s a slow, silent decline in motivation and well-being. Unlike burnout, it doesn’t always present as exhaustion, but the impact can be just as damaging. Instead, it manifests as a lingering state of dissatisfaction that chips away at engagement and connection, often without immediate drops in performance.
The question for managers is: is this a new trend? And if so, is it likely to continue for employers? A 2025 report from a people management firm, TalentLMS, which coined the term, found that 54 per cent of employees experience some level of quiet cracking, which it defined as “a persistent state of workplace unhappiness, leading to disengagement, poor performance or plans to quit”.
For employers and employees alike, this makes quiet cracking a hidden workplace crisis that requires early recognition and action.
Dissatisfaction and disengagement don’t happen overnight. Rather, they’re the result of systemic workplace pressures gradually wearing employees down. Common causes include poor leadership; unclear expectations; limited growth opportunities; and a lack of recognition.
Job insecurity – fuelled by the current level of economic uncertainty and the rise of AI – aren’t helping as they can worsen these feelings, leaving employees undervalued, unseen and disconnected from their work.
By its nature, quiet cracking can be difficult to spot. Because employees tend to internalise their disengagement rather than voice it, line managers and employers must pay close attention to subtle warning signs.
However, some key indicators to watch include a withdrawal from collaboration where individuals avoid team discussions, group projects, or informal social interactions; reduced initiative and a noticeable reluctance to take on extra responsibilities or volunteer for new tasks; and declining performance or productivity, with subtle drops in work quality or output – even if deadlines are met.
Beyond these symptoms there may be a lack of enthusiasm or motivation, with an individual appearing indifferent about their role, the team or the wider business; a resistance to change or new technologies and a hesitancy to adopt new tools, processes, or ways of working; and a disengagement from development opportunities and little or no interest in training, progression or sharing ideas with colleagues.
Other indicators are a low participation in workplace culture and the skipping of company events and avoiding informal opportunities to connect, and emotional signs including heightened frustration, irritability, signs of stress and low morale.
Spotting these patterns isn’t always straightforward, but recognising them early can be the difference between a short-term dip in morale and long-term disengagement. Employee surveys can help uncover what is not actively being said.
With quiet cracking on the rise, employers need to take proactive steps to address the potential impact on their organisation.
Disengaged employees can lead to decreased productivity and inefficient working, as staff may be less committed to supporting practice goals. Similar to the effects seen during the COVID-19 pandemic, sustained drops in productivity can have serious financial consequences for businesses.
The impact on employees’ mental health could also lead to higher levels of absence, something that many organisations are already struggling to manage. It’s worth noting that if an employee’s mental health condition meets the definition of a disability under the Equality Act 2010, failing to provide appropriate support could expose the employer to disability discrimination claims.
Ultimately, left unaddressed, quiet cracking at work may contribute to resignations and higher staff turnover, resulting in disruption and increased recruitment and training costs. In extreme cases, a serious failure to address workplace issues could be considered a fundamental breach of contract, potentially leading to constructive dismissal claims.
To be able to prevent quiet cracking means tackling the root causes of the problem – poor leadership, lack of recognition, unclear expectations and limited growth opportunities – before they erode motivation.
Thankfully, there are some practical steps that can be taken.
First off, employers need to foster a culture of psychological safety. This means creating an environment where employees feel safe raising concerns about stress, workload, or well-being without fear of repercussions.
Next, they need to invest in training and development. Research from TalentLMS found that employees who frequently experience quiet cracking are 29 per cent less likely to receive employer-provided training. Offering structured learning paths, mentorship and regular upskilling shows commitment to employees’ growth, builds confidence and strengthens their connection to the organisation. Building recognition into everyday management can help, too. Consistent, genuine recognition for good work and small wins can reassure employees that their efforts matter and reinforces engagement.
Regarding managing workloads and setting clear expectations, this means balancing responsibilities and ensuring employees have clarity on what’s expected to prevent overwhelm and disengagement.
Another tip is to promote manager empathy by training managers to listen actively, holding meaningful one-to-one meetings, and responding to concerns with empathy and support.
Finally, employers need to prioritise organisational wellness by treating well-being, fairness and work-life balance as core business priorities, not just occasional perks.
While the term “quiet cracking” has only recently been coined, the phenomenon isn’t new – silent disengagement has long been a symptom of deeper workplace issues, such as poor management, lack of recognition, limited career progression, excessive workload, job insecurity or simply a culture that doesn’t support employee well-being. However, giving it a name highlights that it’s a growing concern for employers.
Taking a proactive, supportive approach is essential to protecting employee well-being and overall business performance.
Proactively addressing quiet cracking at work isn’t just a well-being measure – it’s important for protecting staff and business performance, as both are intrinsically interlinked.
