Preventing Quiet Quitting: How HR Leaders Are Reconnecting Disengaged Employees
What does quiet quitting mean? The term “quiet quitting” may be buzzy, having gained particular attention in 2022, but the challenge it represents is not new. Disengaged employees have always existed, and their silence can speak volumes. For human resources (HR) leaders, the mission is not just to spot these individuals early but to create systems, cultures and conversations that bring them back into the fold—reconnected with their purpose, their team and their organization.
May is Mental Health Awareness Month, offering an important reminder for leaders to consider their employees’ well-being. Almost half of U.S. employees report significant struggles: SHRM’s 2024 Employee Mental Health Research Series found that 44% of employees feel burned out at work, 45% feel “emotionally drained” from their work and 51% feel “used up” at the end of the workday.
As these high burnout rates combine with economic uncertainty, hybrid environments and other pressures, many teams are grappling with how to keep their people motivated and engaged. We asked members of the Senior Executive HR Think Tank to share what’s actually working on the ground to prevent quiet quitting—and how they’re identifying early signs of disengagement before it turns into attrition.
Here’s what they told us.
Quiet Quitting Is a Symptom, Not the Root Problem
Teedra Bernard, Senior HR Executive at New Wave Human Capital, emphasizes that quiet quitting shouldn’t be treated as the problem itself. “It’s a symptom,” she says, “a signal that something needs to change.” That “something” might be related to compensation, role clarity, poor management or a lack of growth opportunities—but it all starts with leaders who listen.
Bernard believes the key to preventing disengagement lies in connection. Her approach includes strengthening manager-employee relationships, recognizing achievements meaningfully, ensuring fair pay and providing transparent paths for career development. “Retention is more about connection than perks,” she explains. “And quiet quitting is the silent alarm leaders need to hear.”
“Quiet quitting is a symptom—it tells us where leaders need to listen better and reconnect with their people.”
Start with Trust, Stay Curious
According to Laci Loew, Fellow and HR Analyst at the Global Curiosity Institute, trust between managers and employees is the foundation for sustained engagement. One of the most effective tools? Weekly, one-on-one conversations.
“Gallup and Harvard Business Review data both show that employees are more likely to stay engaged when managers build real relationships,” says Loew. Those touchpoints allow leaders to spot burnout early and reestablish emotional connection—before performance dips or disconnection spreads.
This focus on manager capability and consistency is echoed across the Think Tank. Ulrike Hildebrand, Strategic HR Advisor at Pin-Point Solutions, adds that quiet quitting often begins subtly and reflects unmet needs. Building structures that support long-term growth—like clear career paths and equitable pay—must be paired with a leadership style rooted in care and consistent communication. “When employees envision a vibrant future in the company,” she says, “their commitment deepens.”
“When employees can envision a vibrant future inside the company, their commitment deepens.”
Emotional Intelligence and Real Conversations
For Britton Bloch, VP of Talent Acquisition Strategy at Navy Federal Credit Union, quiet quitting prevention is about emotional intelligence and culture. She believes the most effective leaders are those who create psychologically safe environments for honest conversations—without hierarchy getting in the way.
“Transparent communication, courageous conversations and safe spaces for feedback are critical,” Bloch explains. Leaders who normalize vulnerability and hold themselves accountable are better positioned to detect subtle signs of disengagement and take action before it’s too late.
Understand the Individual, Not Just the Trend
Lori Landrum, who manages both HR and marketing at Heights Tower Service, emphasizes a human-centered approach. She believes preventing quiet quitting “is as easy and as hard as being approachable.”
“Employees won’t open up if they don’t feel safe,” Landrum says. But when leaders take time to understand individual motivators, recognition preferences and working styles, they’re better equipped to build trust and tailor support strategies.
She also suggests managers pay attention to subtle shifts in productivity, work quality and attitude. These are often the first clues that an employee is drifting—and they present the ideal time to re-engage with curiosity, not correction.
“Preventing quiet quitting starts with being approachable and truly understanding your people.”
Takeaways for Business Leaders
- Treat quiet quitting as a signal, not a scandal. Disengagement is often the symptom of deeper misalignment between employee expectations and organizational reality.
- Build systems of trust. One-on-one conversations, emotionally intelligent leadership and psychological safety are essential to surface issues early.
- Invest in manager development. Effective frontline managers are your best line of defense against disengagement—and your best tool for retention.
- Recognize and reward meaningfully. Recognition must be personal, not performative. Knowing what matters to each employee helps drive deeper connection.
- Support long-term growth. When employees can see a future in your organization, they’re more likely to stay invested in the present.
- Stay human. The best antidote to quiet quitting isn’t another engagement survey—it’s interpersonal skills, like those required to have a real conversation with employees.
