The emergence of “quiet quitting”, wherein an employee disengages from work tasks without officially resigning, is becoming increasingly prevalent. Studies show that quiet quitters comprise at least 50% of employees, if not more. What’s surprising is that the story of disengaged employees isn’t new. This problem has been persistent. However, this has come to the surface due to several events. 

Many factors have made it easier for employees to disengage without being noticed immediately. The global transition to remote work due to the Covid pandemic and the absence of face-to-face interaction and communication are only a few. 

Due to the competitive job market, most employees sign up for jobs that don’t align with their skills, interests, and values. Couple it with poor workplace culture, and it’s almost certain that employees will begin to feel underappreciated, undervalued, or overlooked. This may lead them to disengage from their work.

Remote work, evolving job landscapes, and increased attention to mental health in the workplace have brought quiet quitting to the forefront. The phenomenon is likely being more accurately recognised and reported now, contributing to the perceived growth in its incidence.

Understanding quiet quitting in a virtual workspace

Quiet quitting in a virtual workspace takes on a subtler form than in traditional work environments. Signs include persistent delays in email responses, reduced involvement during virtual meetings, and an overall decline in productivity. 

Detecting these signs becomes more challenging without the benefit of face-to-face interactions. That’s why quiet quitting in a remote work setup is a complex issue to tackle.

Here are several factors that can contribute to the emergence of invisible employees:

• Inadequate communication and feedback mechanisms. When communication within an organization is poor, employees can feel left out, undervalued, and invisible. This issue can be amplified in a remote work setup with limited face-to-face interactions. Lack of regular feedback also leaves employees feeling unrecognised and unsure of their performance, making them feel invisible.
• Lack of recognition and appreciation. When an employee’s efforts, contributions, or achievements go unnoticed, they may feel invisible or insignificant in their role. Recognition plays a vital role in making employees feel valued and seen.
• Limited career advancement opportunities. Employees who perceive few opportunities for growth or promotion may feel stuck or invisible within their organisation. Career development is an essential aspect of job satisfaction.
• Fear of failure. The connection between fear of failure and quiet quitting can be profound. According to Healthspot, fear of failure is a psychological condition where individuals are so afraid of failing that it paralyses their ability to move forward. 

Employees who fear failure might feel immense pressure to perform excellently. When there’s a perception they are not meeting these high standards, they may start to disengage from their work. They want to avoid the possibility of failing conspicuously. In this case, quiet quitting becomes a defensive mechanism.

Silent suffering: the mental health implications

Quiet quitting in remote work can significantly impact an individual’s mental health. Here are some key ways in which this might occur:

• Increased isolation. Working remotely can sometimes lead to feelings of isolation and disconnection from colleagues. When an individual quietly quits, these feelings can intensify as the employee withdraws from participating in team activities or communication. This isolation can potentially lead to feelings of loneliness and depression.
• Stress and anxiety. The disengagement associated with quiet quitting can cause considerable stress and anxiety. An individual may be wrestling with the decision to formally resign or manage dwindling interest and performance in their job. This emotional turmoil can lead to chronic stress, causing various physical and mental health problems, including anxiety disorders. Statistics show that the US already has 37% of its population suffering from too much pressure.
• Low self-esteem and confidence. Employees who are quietly quitting may experience a decrease in self-esteem and confidence. Their lack of engagement and productivity may make them feel less competent or valuable, negatively affecting their overall mental health and well-being.
• Burnout. Burnout refers to physical, mental, and emotional exhaustion from prolonged and excessive stress. Disengaged employees might still try to perform their duties without the necessary motivation or satisfaction. This can lead to burnout, which is detrimental to mental health. According to recent data, 41% of employees who primarily work remotely report experiencing high-stress levels either “constantly” or “a majority of the time”. 

Preventing the silent exodus

Employers have a pivotal role in mitigating quiet quitting, especially in a remote work environment. 

Creating an open, supportive virtual culture is essential. Employers should encourage open communication, where employees feel comfortable expressing their concerns, sharing their ideas, and voicing their needs. A sense of psychological safety, where employees are not afraid to take risks or make mistakes, can help prevent feelings of disengagement.

Regular check-ins can give managers insights into an employee’s well-being and engagement. These can be one-on-one meetings to discuss work progress and challenges or general catch-up sessions to foster connection. Regular check-ins can help identify early signs of quiet quitting and provide an opportunity to address them proactively.

Employers should also provide sufficient resources to support employees’ mental health. This could involve offering mental health days, access to counseling services, and online resources about mental health.

As the corporate world grapples with the challenges of quiet quitting, foster an open dialogue and encourage preventive measures. These coping strategies can help build a healthier virtual work environment.

Tim Williamson, a psychology graduate from the University of Hertfordshire, has a keen interest in the fields of mental health, wellness, and lifestyle.