Quiet Quitting Is Back in 2025: Here’s How to Spot It and Stop It

Quiet quitting isn’t about literally quitting your job. It’s about doing exactly what you’re paid to do- no more, no less. No late-night emails, no staying back after hours, no going above and beyond. 

At first glance, quiet quitting seems like a rational choice. It’s like a boundary-setting approach to protect work-life balance where employees do exactly what their job description demands. But is it really just that? Well, no!  

Let’s be clear: quiet quitting is not the same as maintaining work-life balance. Setting boundaries, taking breaks, or logging off after work hours are healthy behaviors. But quiet quitting is deeper, it’s more about how people feel at work. 

It’s about mentally checking out from your work, emotionally detaching, and losing motivation to contribute beyond the bare minimum even during regular hours. 

Employees who are quiet quitting often: 

• Do the basics of their job, but nothing more. 

• Avoid taking initiative or participating in team growth. 

• Feel disconnected from the organization’s goals and culture. 

Quiet quitting signals a quiet disengagement, may be due to job dissatisfaction that can erode team morale, innovation, and long-term productivity.  

In 2025, it’s concerning, because many employers invest heavily in Employee Assistance Programs (EAPs) and mental health initiatives, yet many employees still feel disconnected, undervalued, or unsure about their future in the company. 

In this blog, we’ll break down what quiet quitting really means today, why it’s happening even in “employee-first” cultures, how to spot the signs early, and most importantly, what organizations can actually do to fix the root causes, not just the symptoms. 

Quiet quitting is when employees mentally disengage from work by doing only the tasks required, without extra effort or emotional involvement.  

An employee sticks strictly to their job description, doing only what they’re paid for, without taking on any additional responsibilities or emotional investment. They aren’t leaving the company, but they are stepping back from going “above and beyond.” 

It’s important to understand that quiet quitting doesn’t mean someone is lazy, careless, or rebellious. In fact, many quiet quitters still deliver on time, meet expectations, and follow the rules. What changes is their level of motivation and willingness to stretch beyond the basics. 

Quiet quitting isn’t always loud or obvious. It shows up in small ways- less energy in meetings, low participation, or just doing the bare minimum to get by. It’s not a trend that’s going away anytime soon, because it reflects deeper issues in the workplace like lack of motivation, poor leadership, or burnout. 

For example, an employee who once stayed late to finish team projects, offered new ideas in meetings, and happily took on extra tasks. Now, they log off right on time, ignore after-hours emails, avoid optional meetings, and contribute only what’s required. This shift in workplace behavior is often subtle, but it’s a sign of quiet quitting. 

In short, quiet quitting is a silent protest against being overworked, underappreciated, or emotionally drained. 

The term “quiet quitting” isn’t new. The behavior behind it has been around for years. The phrase gained popularity in 2022, but it reflects a much deeper and global shift in how people view work and personal boundaries. 

Coined on TikTok (2022)

The term quiet quitting went viral after a TikTok video by career coach Bryan Creely explained the idea of doing only what your job requires- no late nights, no extra tasks, just meeting expectations.  

It struck a chord with millions of workers worldwide who were feeling overwhelmed, underappreciated, or simply tired of “hustle culture.” 

By mid-2022, the hashtag #quietquitting had over 17 million views on TikTok, showing just how strongly the idea resonated, especially with Gen Zs entering the workforce. 

Parallels with China’s “Tang Ping”

Interestingly, a similar concept was already emerging in China. The “Tang Ping” (or “lying flat”) movement started around 2021, where young professionals rejected overwork and constant pressure to compete. It became a quiet protest against employee burnout in high-stress, high-demand jobs.  

Just like quiet quitting, it wasn’t about laziness, it was about reclaiming balance and saying “enough” to unrealistic expectations. 

Post-Pandemic Shift in Priorities

The COVID-19 pandemic reshaped how people think about life and work. With remote work, health concerns, and rising burnout, many began to question the idea of always being available or working extra without recognition. This mindset shift led to: 

• The Great Resignation, over 50 million Americans quit their jobs in 2022 alone, according to the U.S. Bureau of Labor Statistics. 

• Increased focus on mental health, flexibility, and purpose-driven work. 

For many, quiet quitting became a way to stay in their jobs without sacrificing their well-being. 

Is quiet quitting still relevant in 2025? Without a doubt. Despite growing awareness around mental health and employee well-being, quiet quitting has quietly become one of the most persistent workplace behaviors of our time. 

The Global Reality

According to Gallup’s Quiet Quitting findings:  

• 59% of employees globally fall into the “not engaged” category, closely associated with quiet quitting. 

• Only 23% report being actively engaged at work. 

• In the U.S. alone, Gallup found that at least 50% of workers can be classified as quiet quitters. 

A research from McKinsey reveals the true scale and cost of quiet quitting and disengagement in large organizations: 

• Over 50% of employees are disengaged in some form. 

• 10% are “quitters”. They’ve already mentally checked out and are planning to leave. 

• 11% are “disruptors”. They are actively disengaged and negatively impacting team morale. 

• 32% are “mildly disengaged”, doing only the bare minimum required, with low motivation or commitment. 

Quiet Quitting in India

Quiet quitting isn’t just a global issue- it’s gaining ground in India as well. A Slack study (2022) found that 5% of Indian knowledge workers openly admitted to quiet quitting, with that number rising to 16% among employees who reported poor leadership communication.  

The same study showed that 54% felt burned out and nearly two-thirds were considering switching jobs, citing a lack of trust, poor communication, and low meaning in their work. 

Fast forward to 2025, and the situation has worsened. According to ADP Research (2025), employee engagement in India has plummeted to just 19%, down from 24% in 2024- the steepest drop worldwide. This sharp decline highlights how quiet quitting is evolving into a broader disengagement crisis, especially in cultures where leadership quality, trust, and meaningful work continue to fall short. 

Quiet Quitting Signals in Gen Z Workforce

The trend is even more pronounced among younger workers: 

• 47% of Gen Z employees say they are “coasting” through work. 

• 54% of Gen Z workers report feeling burned out. 

• According to Deloitte’s 2025 Gen Z and Millennial Survey, 48% of Gen Zs and 46% of millennials do not feel financially secure, contributing to stress and emotional fatigue. Among those with poor mental well-being, only 44% of Gen Zs and 46% of millennials feel their job allows them to make a meaningful contribution. This indicates that poor well-being directly affects how meaningful employees find their work, a key trigger for quiet quitting. 

This signals a larger generational disconnect between how younger talent wants to work and how most organizations are still structured. 

How to View Quiet Quitting in 2025: Trend or Workplace Behavior?

Quiet Quitting is no longer a trend. It has evolved into a widespread workplace behavior and a cultural warning signal that something is broken in the employee experience. 

• As a workplace behavior: It reflects emotional withdrawal, disengagement, and a lack of psychological safety, particularly leading to job abandonment. 

• As a signal to employers: It’s a call for better leadership, clearer growth paths, meaningful recognition, and genuine culture-building. 

A study conducted in private higher education institutions (HEIs) in Metro Manila explored the rise of quiet quitting among university professors, especially during the shift to online learning during the pandemic. Using the Basic Psychological Needs Theory (BPNT), the research identified three core needs that directly influenced engagement levels: competence, autonomy, and relatedness. 

The study found that institutions that supported these needs were more successful in preventing disengagement, while those that didn’t saw a spike in quiet quitting behaviors. Interestingly, professors did not see quiet quitting as empowering — unlike how it is often portrayed in workplace literature. Instead, they felt it undermined their sense of purpose, professional identity, and connection with students. 

The research highlights that quiet quitting isn’t only about work-life balance or external rewards like salary. It’s also deeply linked to intrinsic motivators such as meaning, responsibility, and personal growth. The study recommends that institutions invest in well-being programs, better workload management, and leadership support systems. It also suggests that frameworks like Self-Determination Theory could be valuable for shaping future strategies around employee engagement and retention. 

Many organizations today offer Employee Assistance Programs (EAPs), peer-led empathy cafés and DEI lounges, mindfulness apps, flexible hours, and even workshops on burnout. Yet, quiet quitting continues to rise.  

One of the reasons for employees quiet quitting in spite of organizations investing heavily in EAPs and mental health initiatives is that wellness perks without real cultural change often feel like band-aid solutions. 

Here are the deeper, often overlooked reasons employees are quietly disengaging: 

Lack of Psychological Safety & Trust

Employees may have access to support resources, but if they don’t feel safe being vulnerable, asking for help, or expressing dissatisfaction, they remain silent and slowly withdraw. A culture of fear or judgment discourages honest conversations, especially about mental health or burnout. 

Poor Managerial Relationships

According to Gallup, 70% of the variance in employee engagement can be traced back to the quality of the manager. When managers fail to provide support, clarity, or feedback, workers begin to check out. What’s even worse is when they micromanage or ignore employee concerns. As a result, leadership quality outweighs wellness benefits. 

Mental Health Tokenism

Organizations often recognize World Mental Health Day or share motivational content, but fail to address core stressors, such as unmanageable workloads, unclear expectations, or lack of flexibility. When wellness feels like a checkbox rather than a commitment, employees lose trust in leadership intentions, and even heavily engaged wellness programs fail. 

Lack of Career Growth or Recognition

Many employees aren’t just burned out, they’re stuck. Without a clear career path, learning opportunities, or recognition for effort, even high performers may lose motivation. Over time, their engagement fades, and they resort to doing only what’s required.

Quiet quitting doesn’t happen overnight. It builds slowly and often quietly. Employees who are quietly quitting typically meet their basic responsibilities but show little interest in going beyond. They may stop volunteering for new projects, withdraw from team conversations, or lose enthusiasm for their work.  

The key is to observe consistent changes in work behavior, attitude, and participation- not just outcomes. Managers and HR teams need to look beyond productivity numbers and pay close attention to subtle shifts in involvement and energy. 

Here are common signs managers and HR teams should monitor: 

• Low participation in meetings, brainstorming sessions, or team discussions 

• Avoiding stretch assignments, voluntary tasks, or anything outside their job scope 

• Rigid adherence to 9 to 5 work hours, logging in and out exactly on time, no flexibility 

• Noticeable drop in performance or enthusiasm, even if deadlines are met 

• Pulling away from the team, skipping informal events, offsites, or non-mandatory check-ins 

• Longer response times, missed internal messages, or minimal communication 

• A passive attitude toward performance reviews, feedback, or development opportunities 

Spotting these signs early allows organizations to intervene with empathy and support before disengagement becomes resignation. 

To overcome quiet quitting, employers need to go beyond surface-level perks and focus on building a more meaningful, trust-based, and human-centered work culture. This means addressing the root causes of disengagement through smarter leadership, real recognition, and better support systems.  

Here are 5 simple and effective strategies that can make a real difference: 

Redesign EAPs for Real Impact

Most companies have employee assistance programs (EAPs), but very few make them part of everyday work life. To truly support mental well-being, organizations need to go beyond one-off webinars and offer things like mental health days, easy access to counseling, and peer support circles. 

As Amit Jain, CHRO of Taggd, explains in his article rethinking EAPs, traditional EAPs often fall short due to poor accessibility, limited support, and lingering stigma. He highlights how leading companies are now building emotionally intelligent ecosystems, with 24/7 support, DEI-led safe spaces, and trained managers as first responders to create a real culture of care. 

To make EAPs work in today’s world, organizations must make mental health support easy to reach, stigma-free, and a visible part of the company culture. Leaders should openly talk about their own use of mental health resources, encourage their teams to do the same, and create a workplace where asking for help feels normal. 

Train Managers to Spot and Address Disengagement

Managers are often the first line of defense against disengagement. Equipping them with training in emotional intelligence, active listening, and empathy can help them recognize when an employee is pulling away, not just in performance, but in attitude and energy. 

Encourage regular 1:1 conversations that focus not just on goals and KPIs, but also on the employee’s mental well-being, challenges, and career aspirations. A manager who checks in with care can re-engage a quiet quitter before it’s too late. 

Reinforce Purpose and Meaning

One of the top reasons employees quiet quit is because they feel their work doesn’t matter. Leaders should make it a habit to connect daily tasks with the bigger picture and communicate how someone’s contribution supports the company’s goals, clients, or community. 

Use team meetings, internal newsletters, or town halls to share real stories of employee impact. When people see how their work creates value, they’re more likely to stay motivated and emotionally invested. 

Recognize Efforts Consistently

A simple “thank you” can go a long way. In fact, studies show that employees say regular recognition would make them more satisfied at work. Recognition doesn’t have to be grand, it just has to be genuine and consistent. 3 in 4 employees would be satisfied with a simple “thank you.” 

Create peer-to-peer and manager-led recognition rituals. This could include appreciation shoutouts in weekly team meetings, digital kudos boards, or even handwritten notes. Small, timely gestures build a culture of acknowledgment and appreciation. 

Respect Boundaries

Encouraging work-life balance is not enough, respecting it is key. Normalize digital detox hours, set clear boundaries for after-hours communication, and avoid rewarding overwork. This reinforces a culture that values rest as much as results. 

Reframe success metrics to focus on productivity and outcomes, not time spent online or visible busyness. Discouraging hustle culture can prevent burnout and help employees feel safe while being fully engaged during work hours. 

While quiet quitting often gets the spotlight, it’s part of a broader ecosystem of disengagement behaviors and broken communication. Two related trends have surfaced in modern workplaces: 

1. Quiet Firing

This happens when managers subtly encourage employees to leave, not by firing them outright, but by withholding raises, promotions, feedback, or growth opportunities. It’s a passive way of nudging someone out, often leading to silent attrition and reputational harm. 

2. Resenteeism

In contrast, resenteeism occurs when employees choose to stay in their roles due to job security or lack of options, but they do so with growing resentment and dissatisfaction. This negativity often spreads across teams, damaging morale, collaboration, and workplace culture. 

These behaviors aren’t isolated, they are symptoms of mistrust, poor communication, and unmet expectations between employers and employees. Recognizing them early is essential for nurturing a healthy work environment. 

Quiet Quitting vs. Quiet Firing vs. Resenteeism 

Here’s a simple table to help distinguish these interconnected trends: 

Quiet quitting isn’t a rebellion. It’s feedback. It’s a subtle but powerful signal that something in your culture, leadership, or processes needs attention. In 2025, the companies that thrive won’t just track engagement, they’ll earn it by listening deeply, acting with empathy, and building workplaces that respect boundaries and nurture purpose. 

Because the real question isn’t if your employees are quietly quitting. It’s this: Are you loudly listening?

At Taggd, our team of empathetic HR professionals sits right where your culture lives, at your office. We help you hire not just to fill jobs, but to spark purpose, performance, and long-term engagement.