What Recruiters and Managers Need to Know About Quiet Quitting

Employee disengagement isn't always obvious. It often shows up as "quiet quitting," or when workers mentally check out while physically remaining on the job. This problem is bigger than many companies realize, with Gallup's 2022 State of the Global Workplace report finding that only 21% of employees feel engaged at work.

Despite its name, quiet quitting doesn't mean people are leaving their jobs. It means they're doing exactly what they're paid for; nothing more, nothing less. They set firm boundaries around their work, avoiding extra hours and emotional investment beyond what's explicitly expected.

For recruiters and managers, ignoring this trend is costly. It hurts hiring, retention, performance, and workplace culture, creating ripple effects throughout the organization that become increasingly difficult to address over time.

Want to know how quiet quitting happens, and what you can actually do about it? Read on as we discuss:

What quiet quitting really means for today’s workplace
Why it often starts during hiring
Red flags managers should look out for
How recruiters and managers can prevent quiet quitting

At the end of this article, you’ll understand how to hire and manage in ways that minimize quiet quitting and maximize employee engagement.

What is quiet quitting about?

Quiet quitting isn't simply work avoidance; rather, it's a response to specific workplace conditions. It also doesn’t happen overnight. It’s usually a slow build-up of frustration, burnout, or unmet expectations, until employees decide that doing the bare minimum feels safer than going above and beyond.

Most of the time, it’s triggered by a mix of:

Unclear roles and responsibilities
Lack of recognition or reward
Poor management or communication
Blurred boundaries between work and life

For employees, quiet quitting becomes a form of survival. It's how they protect their energy in environments where extra effort often goes unnoticed, unrewarded, or even exploited.

Companies need to understand the root causes of quiet quitting to address it effectively. When left unchecked, it creates a culture where minimum effort becomes the norm. The real costs appear as reduced output, weaker collaboration, damaged team morale, and increased risk that valuable employees will eventually leave. Quick fixes that treat quiet quitting as simple disinterest won't solve these deeper organizational problems.

Why quiet quitting often starts at hiring

Believe it or not, many quiet quitting cases can be traced back to the very beginning: the hiring process. When candidates are sold an idealized version of the role, they walk in expecting one thing and experience another. That disconnect breeds resentment fast.

Job descriptions are a common culprit. They’re often packed with buzzwords, vague responsibilities, and promises of “growth opportunities” without any specifics. When reality doesn’t match the pitch, whether it’s in workload, leadership style, or team dynamics, employees quickly lose trust.

Lack of clarity around role expectations is another trigger. If goals are shifting, reporting lines are unclear, or priorities keep changing, employees struggle to find direction or feel successful. This problem worsens with quiet hiring: when companies expand someone’s workload without changing their title, compensation, or official role. While framed as a "growth opportunity," without meaningful recognition, it feels like extra responsibility without consent.

Missing or unclear career paths further contribute to disengagement. When employees can't see how their extra efforts connect to advancement, they learn a hard lesson: doing more doesn't guarantee growth; it just guarantees more work.

Values misalignment is the final crack in the foundation. When companies talk about work-life balance but glorify hustle, or claim to value development but don't invest in it, frustration sets in early. If the job consistently feels different from what was promised, quiet quitting isn't just likely—it's a rational response.

Warning signs managers should watch for

Quiet quitting shows up subtly, often mistaken for stress, introversion, or just a “busy week.” But the signs of someone pulling away are there if you know what to look for:

Drop in initiative: Employees stop volunteering for new projects or suggesting ideas. They no longer go beyond what’s asked and just meet the baseline.
Reduced collaboration: There's less engagement in team efforts. These employees may avoid cross-functional work, group brainstorming, or helping peers outside their direct scope.
Withdrawing from non-essential tasks: Optional training? Company events? Not interested. Tasks outside their role, even small ones, are no longer part of their day.
Minimal participation in meetings: They show up, but barely contribute. Responses are short. Cameras stay off. They may be mentally checked out while appearing present.
"Just doing the job" mindset: Tasks are completed, but with no urgency, curiosity, or ownership. The attitude is: I’ll do what’s required — nothing more.

How to prevent quiet quitting

Now that you know what quiet quitting looks like, the next step is prevention. Two key teams play a role: recruitment and management.

What recruiters can do

As mentioned earlier, recruitment is where quiet quitting often begins. That also means this is where it can be prevented. How to do this?

That starts with being transparent in job descriptions. Skip vague buzzwords and outline responsibilities, boundaries, and real challenges clearly — including tight deadlines or demanding clients. The more honest you are upfront, the less likely new hires are to feel misled.

It also means hiring for values alignment, not just experience. Skills can be taught, but mismatched work styles or attitudes are harder to fix. Ask about their preferred way of working, their preferred method of feedback or how they stay engaged. These conversations help you figure out whether they’ll thrive in your culture.

Finally, set expectations early. Talk openly about what growth looks like, how long it usually takes, and what’s realistic within the role. And be clear about boundaries too: what is expected, what isn’t, and how extra effort will (or won’t) be recognized. People are far less likely to quiet quit when they know exactly what they signed up for.

What managers can do

Managers are the frontline of engagement, and often the first reason people start to pull back. How they lead, communicate, and support their teams has a direct impact on whether employees stay motivated or quietly check out.

It starts with clarity. Employees need to know what’s expected of them, not just in vague terms but in concrete goals. That means regular check-ins, not just annual reviews. These conversations should go beyond performance metrics; they’re also a chance to ask how things are going, what’s getting in the way, and where support is needed. Recognizing both results and effort helps employees feel seen, not just measured.

Beyond performance, managers also need to focus on the drivers that keep people engaged. Career development is a big one; if employees don’t see a path forward, they’re less likely to invest. Flexibility matters too, especially in today’s hybrid work setups. And most of all, psychological safety, the ability to speak up, ask questions, or admit mistakes without fear of judgment, is non-negotiable.

At the core of all this is trust. When employees feel like their managers listen, respect their time, and support their growth, they’re more likely to stay engaged. Without that, even the most talented team members will eventually pull back.

Final thoughts

Quiet quitting doesn’t happen without a reason. More often than not, it’s the outcome of broken processes: unclear expectations, poor communication, and missed opportunities to support employees.

For recruiters and managers, preventing quiet quitting starts long before performance dips. It starts with hiring honestly, managing fairly, and creating a workplace where people know what’s expected of them—and feel like their effort actually matters.