The loss of engaged employees is costing the world economy about $438 billion in lost productivity

A new workplace trend is emerging in which employees continue to show up and perform their duties, but are emotionally drained and mentally struggling. Roughly 54% of workers say they feel unhappy on the job — ranging from occasional discontent to constant dissatisfaction — according to a 2025 report by TalentLMS.

“Quiet cracking looks a lot like burnout,” says Martin Poduška, editor in chief and career writer for Kickresume, in an interview with Fortune. “You may find yourself losing motivation, feeling useless, or becoming increasingly irritable. These warning signs often worsen gradually over time.”

Unlike “quiet quitting,” the drop in engagement here isn’t intentional. It stems from exhaustion and a lack of recognition, with many employees unaware it’s happening until they feel stuck. Given the tough job market, leaving isn’t always an option — leaving workers feeling trapped and unhappy.

A Growing Problem, Largely Overlooked
Managers often fail to notice the problem until it has spread. Gallup reports that global employee engagement slipped from 23% to 21% last year, a downturn similar to that seen during the pandemic. The decline cost the global economy an estimated $438 billion in lost productivity.

The impact goes beyond morale. Quiet cracking undermines workplace culture and drags down business performance. Without action, it risks becoming a long-term crisis. Both employers and employees need to respond — managers by rethinking engagement strategies, and workers by advocating for their own well-being.

“Quiet cracking isn’t easy to spot,” Poduška warns. “You might already be experiencing it without realizing, as this form of burnout takes time to surface.”

Steps to Address the Issue
Despite the bleak picture, there are ways to counteract the trend. Poduška suggests managers watch for early warning signs of disengagement and intervene before issues deepen. “If an employee is withdrawing, have a candid discussion about how they’re feeling,” he advises. “Offer new tasks, learning opportunities, or simply an open conversation to get them re-engaged.”

Managerial response is critical. Nearly half (47%) of employees experiencing quiet cracking say their supervisors don’t listen to their concerns, TalentLMS found. Conversely, employees who feel supported through training are far less likely to disengage. Roughly 62% of non–quiet cracking staff report receiving training, compared to only 44% of those who frequently feel this way.

“When training is prioritized, it signals investment and belief in people’s potential,” the TalentLMS report concludes. “It motivates, builds skills, and fosters a culture of connection. Training isn’t just about learning — it’s a remedy for disengagement and a driver of belonging.”