Est. 2006

How does Quiet Quitting effect the HR Department, and what can be done about it?

The term “quiet quitting” was first coined in March 2022 by Brian Creely, a Gen-X career coach and employment influencer. He used the phrase to describe employees who are fulfilling their job requirements, but not taking initiative, working overtime or volunteering for extra projects or responsibilities. Creely argued that this trend was a silent protest against the increasing expectations of employers and the declining quality of work-life balance.

The concept of quiet quitting is not entirely new. It has been observed in other countries, such as China, where the term “tang ping” (lying flat) is used to describe the same phenomenon. Tang ping is a social movement that rejects the traditional Chinese work ethic and encourages people to focus on their own happiness and well-being.

The rise of quiet quitting can be attributed to a number of factors, including the COVID-19 pandemic, the Great Resignation, and the changing expectations of younger workers. The pandemic has forced many people to reconsider their priorities and values, and many are now looking for jobs that offer more flexibility and a better work-life balance. The Great Resignation has also created a more competitive job market, giving employees more leverage to negotiate for better working conditions. Finally, younger workers are increasingly demanding jobs that are meaningful and fulfilling, and they are less likely to put up with long hours and low pay.

Quiet quitting is making life difficult for HR departments:

  • When employees quietly quit, it is hard to identify and replace them.
  • When employees quietly quit, they often stop sharing their knowledge and experience, causing extra costs for training.
  • Employees who are quietly quitting are less engaged and productive, increasing stress and turnover among other employees.
  • When employees see other employees quietly quitting, it damages morale.
  • Quiet quitting makes it difficult for HR to plan for succession in key positions.


To mitigate the negative effects of quiet quitting, HR departments need to take steps:

  • Create a positive work environment, including finding ways for employees to have a sense of belonging, opportunities for growth and development, and fair and equitable treatment.
  • Encourage open communication so employees feel comfortable sharing their concerns with HR without fear of retaliation.
  • Track employee engagement levels to identify quiet quitters.
  • Provide support to employees who are struggling, such as counseling or job placement assistance.