Workplace glossary

What is Quiet Quitting?

Definition & practical guide2 min read

Quiet quitting is staying in a job while withdrawing the extra effort: doing what the role formally requires and nothing beyond it. Nobody resigns; the discretionary effort resigns. The term took off in 2022, though the behaviour it names is as old as employment.

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Related terms describe the employer-side mirror. Quiet firing is managing someone out through neglect, worse assignments and withheld progression rather than a formal process. Quiet hiring is filling capability gaps by stretching existing staff into new duties instead of recruiting. All three describe changes nobody announces.

The watch-out is treating quiet quitting as a discipline problem. Withdrawal usually tracks workload, recognition and trust, and in hybrid teams it is easy to misread: a person on a quiet week at home looks the same in a dashboard as a person who has checked out. Managers need real conversations and fair, visible expectations, not surveillance.

Common questions

What does Quiet Quitting mean in simple terms?

Quiet quitting is staying in a job while withdrawing the extra effort: doing what the role formally requires and nothing beyond it. Nobody resigns; the discretionary effort resigns. The term took off in 2022, though the behaviour it names is as old as employment.

What else is Quiet Quitting related to?

Related terms describe the employer-side mirror. Quiet firing is managing someone out through neglect, worse assignments and withheld progression rather than a formal process. Quiet hiring is filling capability gaps by stretching existing staff into new duties instead of recruiting. All three describe changes nobody announces.

Why does Quiet Quitting matter in a hybrid workplace?

The watch-out is treating quiet quitting as a discipline problem. Withdrawal usually tracks workload, recognition and trust, and in hybrid teams it is easy to misread: a person on a quiet week at home looks the same in a dashboard as a person who has checked out. Managers need real conversations and fair, visible expectations, not surveillance.