Home / Brand Stories / Why Hiring Managers Must Pay Attention to the Quiet Quitting Rate

Gallup polls have observed the U.S. is currently employing at least 50% of quiet quitters in the U.S. workforce. The observation being so high means this could be a significant issue for hiring managers in the future.

The U.S. trend is increasing toward employees quiet quitting. So this increase could become even more prevalent over the next decade. However, why are millions of people not going above and just meeting their job description?

Many point to engagement, communication, and respect for individual needs. 

Therefore, quiet quitting is a problem for HR managers. Most jobs require extra effort to collaborate with coworkers and meet customer needs.


The ratio of engaged to energetically disengaged employees is now 1.8 to 1, the lowest in nearly a decade.

The decrease in engagement began in the second half of 2021. The attention occurred concurrently with the rise in job resignations. Managers, among others, experienced the most significant decline.

The overall decrease was primarily linked to the clarity of expectations. However, employees believe the opportunities to learn and grow and the business cares about their needs provided a disengagement to work life. 

We asked staffing industry expert and CEO of AkkenCloud, Giridhar Akkineni about the root cause for the increased levels of employee disengagement.

"A disconnection to the organization's mission or purpose signals a growing gulf between employees and their employers. Leaders need to recognize signs of disengagement in their staff long before they reach the point where the employee engages in quiet quitting." Stated Akkineni.

Many quiet quitters hold Gallup's definition of "not engaged" at work. People only want to do the minimum required and are psychologically detachment from their job. 

Since this describes half of the U.S. workforce, it is a significant movement of people from job to job.

Employees are either engaged (32%) or actively disengaged (18%). Everyone else is known as "loud quitters." 

Most of the workplace needs go unmet for actively disengaged workers. Therefore, they spread their dissatisfaction. The most common place they have been vocal is on TikTok posts. As a result, they have positive reinforcement from the millions of generated views and comments.

Hiring managers must notice that employees who are not engaged are already seeking another job.

The Workplace is Worse for Younger Employees

Gallup also observed a decline in engagement and employer satisfaction among those under the age of 35 in the remote Gen Z and younger millennials.

Therefore, this is a significant change from pre-pandemic years. Younger workers' employment during the pandemic had declined significantly in feeling cared about and having opportunities to develop.

These younger employee advantages have mostly disappeared.

  • The percentage of engaged employees under 35 dropped by six points from 2019 to 2022. And during the same time, the rate of actively disengaged employees increased by six points.
  • Younger workers have dropped ten or more points in the percentage who strongly agree that someone cares about them, encourages their development, and has prospects to learn and develop.
  • Wholly remote and hybrid youthful workers declined 12 points, forcefully agreeing that somebody stimulates their growth.

Solving the Quiet Quitting Crisis

We reached out to labor relations expert, CEO, and tv news contributor, Jason Greer to get his thoughts on a possible solution to the growing trend of quiet quitting within corporate America. 

“Quiet quitting is a manifestation of deficient management. As a result of the quiet quitting phenomenon, companies have an opportunity to address their employee relations engagement strategies. No one wakes up and says, ‘Wow! I feel like quiet quitting today.’ Employees lose their passion for work when they do not feel engaged and are made to feel that they are seen as a number on a balance sheet as opposed to being recognized for the unique skill sets and contributions they bring to the job." Greer stated.

Managers must learn to create conversations with employees to reduce workplace burnout and disengagement. Only supervisors are in a situation to understand employees as individuals, their life situations, strengths, and objectives.

Success managers' most relevant requirement and habit is one meaningful weekly conversation with each team member -- 15-30 minutes.

The Bottom Line

Managers must create accountability for individual performance, team collaboration, and customer value. Employees must observe how their work contributes to the organization's more substantial objective.

Managers determining where people perform their job function, on-site, remote, or on a hybrid schedule, should keep engagement factors in mind. Hiring managers should also consider these managers' needs to keep them engaged.

Most importantly, every organization requires a culture in which people are engaged and feel they belong.

Disclaimer: This article is a paid publication and does not have journalistic/editorial involvement of Hindustan Times. Hindustan Times does not endorse/subscribe to the content(s) of the article/advertisement and/or view(s) expressed herein. Hindustan Times shall not in any manner, be responsible and/or liable in any manner whatsoever for all that is stated in the article and/or also with regard to the view(s), opinion(s), announcement(s), declaration(s), affirmation(s) etc., stated/featured in the same.

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