Soft quitting involves employees disengaging from their roles by reducing effort and commitment without formally resigning. In the post-pandemic environment, understanding and addressing soft quitting is crucial for maintaining organisational culture and productivity.

Defining soft quitting

Soft quitting describes a scenario where employees perform only the minimum requirements of their job descriptions. They avoid taking on additional responsibilities or going beyond their assigned tasks, leading to a decline in overall engagement. This behaviour is not about leaving a job but rather about mentally checking out while remaining physically present.

Identifying signs of disengagement

Recognising the signs of soft quitting within your organisation can be challenging, but key indicators might include:

• Decline in productivity: Employees may complete tasks slower than usual or fail to meet performance standards;
• Reduced participation: A noticeable lack of involvement in team meetings, projects, or social events;
• Minimal communication: Limited interaction with colleagues and supervisors, often communicating only when necessary; and
• Lack of initiative: Avoidance of new responsibilities or opportunities for professional development.

Impact on organisational culture and productivity

The ripple effects of soft quitting can be significant, impacting both workplace culture and business performance. Disengaged employees can influence their colleagues, leading to a broader decline in overall morale. As collective effort decreases, productivity suffers, resulting in missed deadlines and reduced output. Over time, persistent disengagement may contribute to higher resignation rates, increasing recruitment and training costs for employers.

A 2024 survey by recruitment firm Robert Walters highlighted that 63 per cent of Irish professionals felt disengaged from their work, with 49 per cent noting that their workplaces had become “unrecognisable” over the past year. Factors such as high staff turnover and reduced in-office attendance were cited as primary contributors to this sentiment.

“Over time, persistent disengagement may contribute to higher resignation rates, increasing recruitment and training costs for employers.”

Legal and HR considerations

Employers must navigate soft quitting with care, balancing organisational needs with employee rights. Some areas to consider include:

• Performance management: It’s essential to have clear performance metrics and regular evaluations. Addressing performance issues should be done through established HR protocols, ensuring fairness and transparency;
• Contractual obligations: Review employment contracts to ensure they accurately reflect job expectations and responsibilities; and
• Job descriptions: Build flexibility into job descriptions,  ensuring that they align with the evolving needs of the organisation.

Strategies to address disengagement

To mitigate soft quitting, IPU members can implement several strategies:

• Enhance employee engagement: Foster a culture where employees feel valued through regular feedback, recognition programs, and open communication channels;
• Provide growth opportunities: Offer training, mentorship, and clear career progression paths to motivate employees to invest in their roles;
• Promote work-life balance: Consider flexible working arrangements and respect personal time to prevent burnout;
• Conduct stay interviews: Regularly check-in with employees to understand their concerns and aspirations, addressing issues before they lead to disengagement; and
• Build a supportive environment: Create a workplace where employees feel safe to express concerns and where collaboration is encouraged.

Addressing soft quitting requires a proactive approach, focusing on understanding employee needs and fostering a positive work environment. By being aware of subtle changes in behaviours and in implementing these strategies, organisations can enhance engagement, boost productivity, and cultivate a thriving workplace culture.