A blog for leaders who know the biggest risk isn’t who leaves – it’s who stays but switches off
The risk no one budgets for
Attrition is easy to track. Someone resigns, a vacancy opens, a replacement is needed. But what about the employees who never leave — they just stop caring?
The ones who turn up, but tune out. They attend the meetings, deliver the tasks, keep their heads down — but the energy’s gone. The curiosity, the ownership, the ambition. Gone quiet.
This is the silent resignation. And it’s a bigger problem than most businesses realise.
What quiet quitting really looks like
Quiet quitting isn’t new — but it has a new name. It’s not laziness. It’s disengagement. Apathy dressed up as attendance.
It’s employees doing just enough to avoid attention. Nothing more, nothing less. They’re there in body, not in mind. Not disruptive, not underperforming — just… present.
It’s presenteeism with a modern edge. And it’s spreading. In a 2023 survey, 51% of UK employees said they were “not engaged” or “actively disengaged” at work – a clear sign that quiet quitting behaviours are increasingly widespread.
Source: Gallup State of the Global Workplace Report, 2023
Why it’s happening now
There are two major forces driving this shift.
First, the pandemic hangover. Many companies are still operating with systems, behaviours and expectations designed for a pre-COVID office world. But hybrid and remote working are the new norm — and they require new ways to lead, engage and motivate. Some companies have adapted. Many haven’t. A Forbes study found that over 75% of employees now prefer hybrid or remote work, but only 30% of companies have adapted their engagement strategies to reflect these new preferences.
Source: Forbes, 2023
Second, there’s a generational shift. Younger employees often enter the workforce with different expectations around purpose, flexibility and how communication should work. They’re not disengaged by default — they’re disengaged when the environment doesn’t meet their expectations. A report by AtWork.ai found that Gen Z and Millennial employees rank purpose, communication transparency, and personal growth as top drivers of engagement — far above pay alone.
Source: AtWork.ai Employee Engagement Trends, 2023
The real cost of disengagement
Historically, the worry was losing your best people. Now the bigger concern is keeping the wrong ones.
Because disengaged employees still draw a salary. They still take up management time, participate in meetings, and hold a seat in your organisation. But they’re not contributing.
That’s not just inefficient. It’s damaging. It slows down teams, drains morale, and quietly erodes the culture you’re trying to build.
What to look for – signs of silent disengagement
You won’t always see this in performance reviews. But it’s there. Some of the most common signals include:
- Low participation in meetings – cameras off, few questions, no opinions
- No discretionary effort – work is done, but never exceeded
- Delays or missed deadlines – without a clear reason or urgency
- Avoidance of optional activities – socials, development sessions, mentoring
- Emotional flatness – not motivated by praise, not phased by challenge
These employees aren’t acting out. They’ve simply switched off.
What effective re-engagement looks like – six essentials
Bringing disengaged people back into the fold takes more than motivation posters or one-off initiatives. It takes strategy. Here are six essentials, drawn from both best practice and the MacLeod Report:
1. Create a compelling and consistent strategic narrative
Help people understand where the business is going, and why their work matters. Tell the story often — not just in leadership speeches, but in every layer of communication.
2. Listen well – and act on what you hear
Create feedback channels that are regular, safe and meaningful. But don’t stop there. Close the loop. Show employees their input matters by taking visible action — even if the action is explaining why something won’t change.
3. Equip managers to lead through communication
Managers are the daily face of the business. Train them to communicate with empathy, confidence and clarity. Provide toolkits, talking points, and support — so they become a catalyst, not a barrier.
Only one in three managers strongly agree that they are confident in leading through change or communicating effectively with disengaged teams.
Source: Gallup Manager Report, 2023
4. Connect work to meaning and progression
Disengagement often starts with disconnection. Show people how their efforts contribute to bigger goals. Help them see a future — not just a job title, but a journey.
5. Recognise effort and energy – not just outcomes
Celebrate the progress, not just the results. Shine a light on contributions that build momentum, especially in times of change or uncertainty.
6. Make integrity visible
People engage when they trust what they hear. That trust disappears fast when there’s a gap between message and reality. Be honest, consistent and clear — and hold leaders accountable to walk the talk.
The role of internal comms
Internal comms isn’t just a mouthpiece. It’s a strategic lever for engagement.
It shapes the narrative, reinforces clarity, and builds the trust needed to bring people back from disengagement. Done well, internal comms:
- Tells the strategic story in human, meaningful terms
- Facilitates honest dialogue and visible feedback loops
- Supports manager communication with tools and coaching
- Elevates leadership visibility and consistency
- Reinforces cultural integrity through everyday storytelling
Comms doesn’t just amplify. It aligns, it activates, and it restores connection.
Where to start – advice for HR leaders
If you suspect disengagement is creeping in, don’t jump straight into solutions. Start by listening — properly.
The first move isn’t to launch an initiative. It’s to understand the reality. Run a pulse survey. Hold a few small group discussions. Create open channels where employees can speak honestly about how they’re feeling — and what’s getting in their way.
But don’t just gather data. Communicate. Tell people why you’re asking. Set expectations about what will happen next. Make it clear that feedback will be respected — and acted on wherever possible.
Once you have the insights, share them. Share the themes. Share what surprised you. Share what you’re thinking about doing — even if you’re not ready to do it yet. Transparency is more powerful than a half-finished plan.
From there, build your response in phases. You don’t have to fix everything overnight. Focus on small, visible wins that show you’re listening and acting. Prioritise consistency over complexity. Show progress, however incremental.
Because engagement isn’t rebuilt by promises — it’s rebuilt by actions. Actions taken with clarity, care and communication.
Conclusion – don’t wait for attrition to tell you there’s a problem
Disengagement doesn’t always show up in exit interviews. It shows up in culture, energy, and lost momentum.
And by the time you feel it in the numbers, it’s too late.
If you’re serious about retention, start with re-engagement. Because the real risk isn’t who leaves. It’s who stays — but switches off.
