Quiet quitting isn't laziness - it's a signal HR can act on
Hybrid norms, shifting expectations, and AI anxiety have changed how people show up to work. Many are doing the job, but pulling back from initiative and ownership. HR leaders from Cadillac Fairview, Pet Valu Canada, the Ontario Energy Board, and Kettlemans Bagel shared what's driving the drop in energy - and how to catch it early, reset expectations, and re-ignite motivation.
What's really driving disengagement
- Capacity is stretched. "People are tired, overstimulated, and their capacity is decreasing," said Kris Martin, Ontario Energy Board. Years of change have taken a toll.
- Flex matters. Dasha Stupak, Pet Valu Canada, sees a clear shift: "Employees are choosing balance. They're saying, 'I'm going to choose me.'" That can look like less extra effort if work feels endless.
- Return-to-office friction. Mandates without a clear why erode trust. Martin's litmus test: explain "what's in it for them" in a tangible way - connection, learning, inclusion - or don't expect buy-in.
- Less collaboration, more uncertainty. Shubhankar Purandare, Kettlemans Bagel, notes that reduced in-person time can dilute efficiency. Add AI fears - "Is my role safe?" - and people shut down unless leaders offer reassurance.
- Meaning and safety. "Employees aren't asking for less. They're asking for meaningful work and psychological safety," said Purandare. Labeling it laziness misses the point.
Spot the early signs (before it spreads)
- Voice fades. People who once contributed go quiet in meetings. They stop offering opinions or challenging ideas.
- Presence shifts. They still deliver, but they don't "show up" the way they used to - fewer questions, less proactive collaboration.
- Signals in your data. Carmen Klein, Cadillac Fairview, stresses pairing what people say with what your numbers show. Combine pulse results, comments, manager notes, and trends - then escalate insights to the executive table quickly.
Flexibility without favoritism
Flex isn't a perk; it's how adults work together. Klein's stance: mandate guardrails where needed, but treat people like grownups and give leaders room to lead. Consistency is non-negotiable across teams.
- Leader-led rules. Stupak's teams set their own anchor days - Monday, Wednesday, whatever fits the work. No one-size-fits-all policy that ignores realities.
- Task and purpose first. Purandare's guidance: if the work truly needs in-person time, call it. If not, adjust hours or location to protect balance.
- Hold leaders accountable for fairness. HR sets the frame; leaders make the call and own the outcomes.
Transparency, even when you lack full answers
Silence invites stories. Stupak's advice: manage the message, top to bottom, so people hear one clear version - yours.
- Own the narrative in hard seasons. Klein's rule: those most affected hear first. If you can't share the change, share the process and timelines. It builds trust.
- Communicate on a cadence. Martin recommends updates even if there's "not much to update." The check-in itself says people aren't forgotten.
For context on how clarity links to engagement, see Gallup's research on engagement drivers here.
Motivation through accountability and growth
Adjust expectations to fit how work is done today - and make progress visible.
- Target the "hot spots." Klein's team identifies the bottom 20% of teams on culture scores, then provides dedicated support and tracks lift. Focus beats blanket programs.
- Make feedback frequent and varied. Purandare suggests rotating formats: one-on-ones this quarter, peer feedback next, senior leader feedback after that. Keep it real-time.
- Co-create goals. Tie team goals to business outcomes and personal growth. People lean in when they see where they're going.
- Separate performance from development. Stupak draws a line: short-term metrics belong in performance reviews; long-term growth sits in an individual development plan. Both should connect to company goals.
- Show the thread. Martin encourages employees to link their work to a strategic pillar or scorecard item. Feeling valued starts with seeing impact.
Your 30-60-90 plan
- Days 0-30: Run a quick pulse on energy, clarity, and workload. Train leaders to spot early signs. Set a transparent communication cadence. Publish your flex principles and decision rights.
- Days 31-60: Identify your cultural hot spots. Launch weekly 15-minute team check-ins. Start co-creating goals and refresh 1:1 templates to include workload, priorities, and blockers.
- Days 61-90: Roll out development plans for every role. Rotate feedback formats. Share "impact stories" that connect projects to strategy. Report progress to staff and ask for input.
Reduce AI anxiety with skills, not slogans
Uncertainty around AI fuels disengagement. Offer clear use cases, re-skill paths, and hands-on training so employees feel secure and useful. If you need a curated path by job family, explore practical options here.
The takeaway for HR
- Flex with guardrails, led by managers and audited for fairness.
- Communicate early, often, and honestly - even if the update is "no update yet."
- Make feedback a weekly habit and goals a shared project.
- Connect every role to strategy so effort feels meaningful.
- Invest in skills where fear is highest - especially around AI.
Quiet quitting is a message. Listen to it, act on it, and you'll get initiative, collaboration, and ownership back on the table.
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