Corporate Culture | November 5th, 2025
When one thinks of the word “quitting,” what comes to mind is a clear signal of termination. Whether through an email, a phone call, or a face-to-face meeting, quitting is typically a definitive act—a decisive moment that severs ties and enables forward movement. A new “form” of quitting, however, is on the rise. Far from the formal declarations of resignation, this phenomenon manifests subtly, often without a single explicit act of departure. It comes in the form of disengagement—employees who remain physically present yet mentally and emotionally detached.
This phenomenon, dubbed ‘quiet quitting,’ has far-reaching effects: it erodes team morale, weakens organizational culture, and diminishes overall productivity. For the individual, it represents a quiet surrender of ambition. By withdrawing effort and initiative, employees cut themselves off from opportunities for growth, recognition, and advancement. Over time, it can lead to professional stagnation, loss of purpose, and declining confidence in one’s abilities. Instead of restoring balance, quiet quitting often breeds frustration and disconnection, leaving individuals feeling unfulfilled and undervalued in the very roles they chose to protect.
Quiet Quitting as a Symptom of Organizational Dysfunction
One Forbes (2022) article defines quiet quitting as a phenomenon wherein “employees put in a minimal amount of effort just to get through the workday.” While it may be dismissed by some as a sign of employee laziness or lack of ambition, it more accurately reflects the erosion of a company’s culture and leadership. When employees fulfill their duties yet withdraw from extra initiatives, collaboration, or innovation, it often signals deeper issues—poor communication, lack of recognition, or unclear purpose. These individuals are not unwilling to contribute; they are uninspired by environments that fail to value their input or nurture their growth. The responsibility, therefore, lies not with the employee but with the organization to rebuild trust, clarify expectations, and foster a sense of belonging. Companies that take proactive steps to listen, engage, and invest in their people can transform quiet quitting from a warning sign into an opportunity for renewal and a stronger workplace culture.
Burnout, in particular, has become a defining factor—especially among younger generations entering the workforce. Research by the World Economic Forum (2022) cites a Microsoft survey of 30,000 workers showing that 54% of Gen Z professionals are considering quitting their jobs, underscoring the depth of fatigue and disillusionment among early-career employees. Moreover, according to McKinsey (2025), nearly 20% of surveyed employees report dissatisfaction with their employer, yet only 7% have clear plans to leave their jobs—a gap that highlights how widespread disengagement can exist beneath the surface of apparent stability.
In environments where communication is one-sided and management prioritizes output over well-being, employees begin to recalibrate their effort, doing only what is necessary to meet expectations. Quiet quitting, then, is less a spontaneous act of defiance and more a symptom of deeper organizational dysfunction—one that reveals the emotional distance growing between people and their work.
Fisher’s Holistic Approach to Employee Engagement
Addressing quiet quitting requires organizations to take a holistic approach that prioritizes both structural and cultural reform.
At Fisher, our Compensation and Benefits framework ensures fairness and transparency through a clear grading structure, salary scale, and career development matrix, supported by comprehensive employee benefits that reward commitment and performance. Beyond pay, Fisher enables you to invest in your Culture and Engagement Strategy, aligning employees with your company’s values and mission while maintaining continuous feedback through regular engagement and satisfaction surveys. This fosters a sense of belonging and purpose, reducing the emotional detachment that often drives disengagement. Complementing these initiatives is a robust Performance Management System that encourages open dialogue, recognizes achievements, and identifies opportunities for growth. Together, these measures help you cultivate a motivated workforce—one that feels valued, supported, and connected to its goals—ultimately countering the silent spread of quiet quitting.
Ultimately, quiet quitting reflects a deeper disconnect between employees and their workplaces—one that cannot be solved by surface-level fixes. By investing in fair structures, meaningful engagement, and supportive leadership, Fisher demonstrates that when employees feel valued and heard, commitment and productivity naturally follow.
References:
Kirchherr, J., & Bérubé, V. (2025, July 3). HR Monitor 2025: A comprehensive look at the HR landscape. McKinsey & Company. https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/hr-monitor-2025
Masterson, V. (2022, September 2). What is quiet quitting and why is it happening. World Economic Forum. https://www.weforum.org/stories/2022/09/quiet-quitting-explained/
Robinson, B. (2022, December 19). Quiet quitting is a sign of a deeper problem—Here’s what it means. Forbes. https://www.forbes.com/sites/allbusiness/2022/12/19/quiet-quitting-is-a-sign-of-a-deeper-problem-heres-what-it-means
