Quiet cracking refers to persistent workplace unhappiness that fuels disengagement, poor performance, and a stronger desire to quit. A survey of 1,000 U.S. employees found 54% experience some degree of quiet cracking. Tight labor markets and economic uncertainty contribute to employees remaining in unsatisfying roles, producing emotional harm and reduced productivity. Low engagement translates into substantial global financial losses, estimated at $8.8 trillion annually. Management practices play a central role in quiet cracking, and recommended interventions include worker and manager training, effective one-on-one meetings, feedback loops, clear expectations, and public recognition to increase employee value and performance.
Now, new research from corporate training platform TalentLMS identifies an early stage of that problem, which can be just as detrimental to worker and employer happiness: " quiet cracking." TalentLMS defines quiet cracking as "a persistent feeling of workplace unhappiness that leads to disengagement, poor performance, and an increased desire to quit." An online survey of 1,000 U.S. employees across industries found that 54% admit to experiencing some degree of quiet cracking.
A combination of a tight job market and an uncertain economy has workers staying put in unhappy situations. That has obvious negative emotional consequences for all involved, and it also comes with a negative financial impact. TalentLMS cites a Gallup report that reveals that low productivity levels from disengaged workers cost the global economy $8.8 trillion every year. TalentLMS puts this phenomenon squarely on the shoulders of management and offers steps managers can take to reduce quiet cracking among workers:
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