If “quiet quitting” defined workplace culture debates in recent years, a new term is now taking its place — “quiet cracking.” The phenomenon, identified by Frank Giampietro, EY Americas’ chief well-being officer, is emerging as a silent but significant threat to employee productivity and morale.
What is quiet cracking?
Quiet cracking occurs when employees continue to show up for work and perform their duties but struggle internally without voicing their difficulties. Unlike quiet quitting, where workers deliberately scale back their efforts, quiet cracking involves a hidden struggle. Employees may still be committed to their roles but feel mentally or emotionally worn down, often without visible signs to colleagues or managers.
Giampietro describes it as people “staying with their current employers, but not actually thriving at work.” The driving forces include a turbulent job market, reduced hiring, and economic uncertainty, all of which deter workers from changing jobs even if they feel unfulfilled.
Stuck in place, struggling in silence
The current labour market is offering fewer attractive opportunities, with job-switching no longer delivering the wage growth it once did. Many employees feel they have little choice but to remain where they are, even in unsatisfactory conditions. This stagnation fuels disengagement and dissatisfaction, eroding workplace morale.
A Gallup report from April found that global employee engagement fell from 23% to 21% last year, costing the global economy an estimated $438 billion in lost productivity. This is only the second drop in engagement in 12 years, the first being during the 2020 pandemic disruption.
Signs of quiet cracking
Quiet cracking can manifest in subtle ways. Physical symptoms may include fatigue, frequent illness, or persistent headaches. Performance issues might not be immediately obvious, but could appear as reduced output from a high performer or a noticeable drop in enthusiasm from a normally upbeat colleague.
Giampietro advises managers to look for changes in usual behaviour patterns. However, he warns against assuming poor performance is the cause. Instead, he recommends opening a conversation, asking simple, supportive questions such as, “I’ve noticed a change in your behavior, can we talk about it? I just want to make sure you’re OK.”
Company well-being support
Part of the challenge is that corporate investment in employee well-being, which surged during the pandemic, has since waned. As staff turnover has stabilised, many organisations have shifted focus towards cost-cutting rather than sustaining well-being programmes.
Giampietro notes that while there was “a lot of focus and attention on well-being coming out of the pandemic,” the current business climate means it may not be receiving the attention it deserves. This leaves employees facing heightened workplace pressures with fewer resources to help them cope.
Why employers should take action?
If left unaddressed, quiet cracking can lead to widespread burnout, reduced productivity, and costly staff turnover. Proactive steps, including regular check-ins, mental health support, and flexible working arrangements, can help create an environment where employees feel safe to share their struggles before they reach breaking point.