'It's a loss of workplace satisfaction. At least 50 per cent of the employees that have been part of surveys are sharing some kind of element of quiet cracking,' says HR manager at Peninsula
As employers and plan sponsors play catch up with burnout and quiet quitting employees, another workplace trend has notably started to gain traction: quiet cracking.
HR experts believe it’s quietly eroding productivity, workplace culture, and in some cases, business survival.
“Technically speaking, it’s a loss of workplace satisfaction,” said Kiljon Shukullari, HR advice manager at Peninsula. “That’s what I believe it to be. It’s a change in the ability of the employee to find some happiness in the workplace.”
Shukullari sees quiet cracking as the latest symptom of a deeper, long-standing issue around employee disengagement. While the term itself may be new and trending online, he believes the underlying problem is widespread and quietly impacting productivity and business stability, especially for smaller employers.
“At least 50 per cent of the employees that have been part of surveys are sharing some kind of element of quiet cracking,” he said, citing research around the phenomenon.
In his view, quiet cracking stems from a breakdown in the alignment between an employee’s expectations and the reality of the role over time. That disconnect may begin from day one. Some people take a job out of necessity rather than interest; others may enter a role with the wrong idea of what it entails. Regardless of how it starts, he sees the trend as a slow loss of purpose at work.
If left unchecked, that erosion can become costly. Shukullari warned that for businesses without the capacity or tools to detect it early, especially small ones, disengagement can lead to serious consequences, ranging from lost productivity to potential closure.
“In my opinion, everything revolves around disengagement for a particular reason. Disengagement for an employer, though, could mean loss of productivity. It could mean maybe mistakes at work could be costly. There’s potentially retention issues, even for small businesses. They could lose business because you’re not able to operate effectively or operate for a period of time. However, it means a lot to different types of businesses and it's different depending on the level of support that they have internally or externally.”
Unlike burnout or disengagement caused by external pressures, quiet cracking reflects a deeper disillusionment with the job itself among workers. It's not necessarily about overwork or laziness, but rather the gradual loss of emotional connection to a role.
That's why Mike Shekman, senior regional director at Robert Half, emphasized one of the most effective ways to prevent quiet cracking in the first place is for organizations to actively monitor workload and employee well-being. He recommends that employers regularly assess how work is distributed, suggesting weekly or monthly audits to ensure no one is being stretched too thin.
Shukullari and Shekhtman both believe one reason quiet cracking often goes unnoticed is because the early warning signs are subtle and the capacity to spot them varies widely between organizations. Larger companies, Shukullari noted, are more likely to have the systems and personnel in place to track employee engagement and flag issues early whereas smaller businesses face time, resource and training or staffing challenges.
According to Shukullari, today’s climate of economic uncertainty is compounding the quiet cracking trend, especially in workplaces where internal development has stalled. He noted that some employers are pulling back on learning and development investments or delaying promotions and reviews, which employees often interpret as a sign that growth opportunities have dried up.
Beyond financial pressures, he pointed to poor management as a deeper structural issue. Many employees in leadership roles, he argues, were promoted based on technical skills rather than people management ability. Without the right training, these managers may fail to provide direction, feedback, or even basic recognition.
“Maybe they’ve been great at their work as an individual contributor, but now they’re assigned individuals that need guidance,” he said.
He sees learning and development as a critical tool to help break this cycle. Whether it's cross-training, job shadowing, or new project opportunities, visible investment in staff development can re-engage employees and give them a reason to stay.
Meanwhile, Shekhtman believes that tackling quiet cracking requires a deeper focus on both workload management and meaningful recognition. While employers may not always be able to offer salary increases, particularly during economic downturns, there are still ways to show appreciation that can have a powerful impact as he noted that "people want to feel like they're being part of a team and being recognized."
He highlighted alternatives like extra time off, small gift cards, or even something as simple as a handwritten note, noting that personal gestures often resonate more than people expect. These small tokens can go a long way in maintaining engagement, particularly when financial incentives are limited.
Shukullari recommends introducing consistent check-ins, stay interviews, and lunch-and-learns to open communication and give employees space to talk about their day-to-day challenges or goals. These conversations, he says, can help tailor development opportunities to match both employee needs and business direction.
Not everyone is looking for long-term career planning, he acknowledges, but many - especially younger employees - crave structure and clear progression. He challenged the stereotype that younger workers are uncommitted or disloyal, arguing instead that they thrive when given a framework that aligns with their ambitions.
When addressing quiet cracking, Shukullari advises employers to begin with internal reflection. If no performance metrics are in place, start there. Look at patterns: absenteeism, productivity drops, customer complaints.
While Shukullari ultimately sees quiet cracking as a shared responsibility, he believes the onus falls more heavily on employers. While workers ultimately decide whether to stay or go, it’s up to management to recognize dissatisfaction early and act.
“I would say the employer will have to do some, or most of the fact finding, and a bit of the proactive action here,” he said, emphasizing that means digging into the root causes of disengagement, even if the results are uncomfortable.
In some cases, employers may uncover issues they can’t immediately fix like misaligned expectations, cultural mismatches, or limited advancement opportunities. But Shukullari stressed that even if the outcome is turnover, early intervention still gives employers time to plan, whether by upskilling existing staff or preparing for recruitment.
“Getting ahead of it will give them a chance to at least prepare for turnover and invest that time in finding a replacement,” he said.
