The rise of quiet quitting – how companies can respond

Quiet quitting describes a work attitude in which employees only fulfill their contractually agreed tasks and do not perform any additional work. We will tell you exactly what quiet quitting means, what the causes can be and how you can deal with it as constructively as possible.

Contents

• What exactly is quiet quitting?
• Why the quiet quitting trend is also playing a role in the German working world
• Step-by-step guide: How you can tackle quiet quitting in your company
• Avoiding mistakes when dealing with quiet quitting
• Conclusion

What exactly is quiet quitting?

While the term Quiet Quitting 2022 became popular via social media such as TikTok, the phenomenon itself is not new. Millions of employees worldwide have started to draw clear boundaries between work and personal life. Understanding this phenomenon is crucial as it has adirect impact on employee satisfaction, productivity, engagement and long-term retention of your employees.

Quiet quitting? That's Quiet Quitting?

Quiet quitting is also translated as "silent resignation" or "working to rule" and describes a deliberate work attitude in which employees reduce their performance to the contractually agreed minimum. In contrast to a genuine resignation, these employees do not leave the company, but simply cease all additional activities.

Related terms include:

• Silent resignation: Emotional withdrawal without formal resignation
• Work-to-rule: Working strictly by the book
• Soft quitting: Gradual withdrawal from additional obligations

How can you - under certain circumstances - recognize that your employees are already withdrawing internally? Possible expressions of Quit Quiet can be, for example, the following:

• Showing up and leaving on time without working overtime
• Refusing voluntary projects or meetings
• Minimal participation in company social events
• Limiting communication to what is necessary

Difference to internal resignation:

While inner resignation is usually caused by frustration and emotional disconnection, quiet quitting is a deliberate drawing of boundaries to maintain a work-life balance. People who practice "quiet quitting" are not necessarily unhappy - they simply prioritize their private lives.

Distinction from quiet firing:

As a counterpart to quiet quitting, quiet firing describes an employer-initiated strategy in which employees are pressured into resigning by worsening their working conditions.

Connection to Generation Z values:

Younger generations in particular see work as one area of life among many and reject the traditional "hustle culture" that demands personal sacrifice for unclear rewards.

Why the Quiet Quitting trend is also playing a role in the German working world

Current data shows that quiet quitting continues to be a relevant topic in Germany.

According to the Gallup Engagement Index 2024, the following picture emerges:

• Only 9% of employees in Germany have a high emotional attachment to their employer - a historic low.

• Around three quarters of employees only work to the book and show no additional commitment beyond their core tasks.

• Around 13% of employees have already resigned internally.

• The resulting loss of productivity is estimated at over 113 billion euros per year.

• Only 34% of employees plan to stay with their current employer in the next three years.

These figures clearly show that emotional commitment and long-term employee retention are a growing challenge for German companies.

Why you should pay attention to the Quiet Quitting phenomenon

The phenomenon of quiet quitting in your company should be given attention because it has a direct impact on productivity, working atmosphere and competitiveness - it is also an important signal of structural or cultural deficits in management and organization.

Two other aspects also play an important role for you as an employer.

Economic impact:

The German labor market is characterized by a shortage of skilled workers, which strengthens the negotiating position of employees. Companies can less afford to lose committed employees due to unbalanced expectations.

Generational change:

Generation Y and Z are increasingly prioritizing self-fulfillment, meaningful work and work-life balance over traditional career goals. This shift in values makes Quiet Quitting a structural phenomenon, not just a passing trend.

Step-by-step guide: How you can counter quiet quitting in your company

Quiet Quitting presents you as a company with new challenges - with a targeted step-by-step guide, you can constructively counter this creeping loss of motivation and strengthen employee loyalty in the long term.

Step 1: Recognize signs and identify causes

Warning signs of quiet quitting:

• Working on time without voluntarily putting in extra work
• Indifference to company goals and events
• Lack of creativity and initiative in tasks
• Decline in informal communication with colleagues
• Strict adherence to working hours without flexibility

Checklist to identify affected employees:

Identify causes through conversations: Have structured one-on-one conversations to understand the reasons. Common causes are a lack of recognition, unclear career prospects, overwork or the feeling that extra work is not valued.

Step 2: Implement preventive and countermeasures</h3>

Improve the work-life balance:

• Introduce flexible working hours and remote work options
• Experiment with a 4-day week in pilot projects
• Respect the unavailability of employees outside of working hours
• Provide mental health programs

Strengthen appreciation:

• Individual, regular feedback instead of just annual reviews
• Recognition programs for special achievements
• Transparent communication about career paths and promotion opportunities
• Fair compensation for overtime

Creating a positive working environment:

• Open communication culture through regular team meetings
• Participative leadership with involvement in decision-making processes
• Meaningful projects that convey the purpose of the company
  
  

Step 3: Measure and optimize success

KPIs for measuring success:

• Engagement score: Regular surveys (target: >3.5/5)
• Fluctuation rate: Especially for high performers (target: <10% annually)
• Sickness rate: indicator for stress (benchmark: <5%)
• Overtime distribution: Avoidance of chronic overwork
• Participation in voluntary programs: Indicator of engagement

Continuous optimization: Establish a quarterly review process in which these key figures are analyzed and measures are adjusted. It is important that improvements are communicated and celebrated.

Avoid mistakes when dealing with Quiet Quitting

Mistakes can be avoided when dealing with quiet quitting if you focus on open communication, clear expectations and an appreciative corporate culture from the outset. It is important to ensure realistic workloads and actively ask employees about their needs. This is the only way to create trust and a healthy work-life balance that prevents internal resignations.

Mistake 1: Viewing quiet quitting only as a generational problem

A common mistake is to view quiet quitting solely as a generational problem. Studies show that although younger age groups in particular, such as 21 to 34-year-olds, are more prone to quiet quitting, the phenomenon is by no means limited to them. Employees from all age groups are affected if basic needs such as recognition, fair working conditions and a good work-life balance are not met.

Only around 18 percent of older employees aged 55 and over are part of the trend, but it is clear that the causes of quiet quitting are found across all generations in unfavorable working conditions and a lack of appreciation. It is therefore not just an age phenomenon, but a structural problem that you as an entrepreneur should take seriously in every age group.

Mistake 2: Focusing exclusively on salary increases instead of holistic solutions

Another common mistake is to rely solely on salary increases to counteract quiet quitting. Studies show that money alone does not solve the problem. Employees are increasingly looking for meaning in their work, recognition and, above all, opportunities for personal and professional development.

Without these holistic aspects, even a higher salary cannot sustainably increase commitment or prevent internal quitting. Instead, measures are needed that include flexible working time models, further training opportunities, a healthy work-life balance and an appreciative corporate culture. This is the only way to motivate and retain employees in the long term.

Mistake 3: Using quiet firing as a response

Another serious mistake is trying to get disengaged employees to leave by quietly firing them.

Quiet firing describes a subtle, passive method in which important tasks, development opportunities or support are withdrawn from those affected in order to force them out of the company. This practice exacerbates the problem of loss of commitment and has a serious negative impact on the entire corporate culture. Employees feel excluded, which leads to a loss of trust, insecurity and a poor working atmosphere. The team also suffers, as the remaining employees often become demotivated and are afraid of being next. In the long term, staff turnover increases, valuable know-how is lost, productivity falls and the employer image is damaged in the long term. As a result, companies not only risk losing talented employees, but also damage their reputation, making it more difficult to recruit new specialists.

Instead of taking this route, managers should focus on open communication, conflict resolution and a healthy feedback culture in order to maintain trust and motivation within the team.

Conclusion

Quiet Quitting shows exactly where you as an entrepreneur should rethink your work culture and expectations. Instead of running blanket programs, individual solutions are needed to really understand the specific needs of employees.

Work-life balance is essential today: flexible working models such as flexitime, part-time, home office and trust-based working hours are essential to respect personal boundaries and increase satisfaction. Appreciation through regular feedback has a more lasting effect than sporadic salary increases. Preventative measures should be taken proactively before quiet quitting becomes a problem. Managers are required to start with structured employee appraisals, critically examine the corporate culture and take preventative action.

The future of work lies in the balance between corporate goals and human needs - this is the only way for companies to attract and retain committed employees in the long term.