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In this dynamic, ever-evolving world of work, understanding and adapting to new trends is crucial for organisational success. One such trend that has caught the attention of industry leaders, HR professionals, and employees alike is ‘Quiet Quitting.’ This concept, and its effective counter-strategy, ‘Loud Retention,’ were the focus of a recent enlightening episode of our Coffee Mornings series.

‘Quiet Quitting’ is an emerging phenomenon that is subtly but profoundly changing the landscape of workplaces around the globe. According to a recent survey by LinkedIn, a staggering 74% of employees confessed to feeling as though they are ‘Quietly Quitting’ their jobs. This intriguing statistic points towards a silent crisis unfolding within organisations, often hidden from the eyes of management, and raises a pressing need for a solution.

On the other end of the spectrum, we have the concept of ‘Loud Retention.’ It is seen as an effective counter-strategy to ‘Quiet Quitting,’ and refers to the proactive and purposeful efforts made by companies to acknowledge, appreciate, and retain their talent. The value of such strategies is underscored by the same LinkedIn study, which reveals that organisations high on employee engagement report a remarkable 21% increase in profitability.

Considering these revelations, our focus on this intricate dance between ‘Quiet Quitting’ and ‘Loud Retention’ is not merely topical but timely. The transition from a culture of silent disengagement to one of vocal appreciation and retention is not just a passing trend, but a strategic imperative. It’s a transformative journey that demands introspection, innovation, and dedicated effort from organisations.

In this blog, we unravel the complexities of ‘Quiet Quitting,’ delve into the strategies that fuel ‘Loud Retention,’ and explore the impact of this shift on businesses and employees alike. Drawing on insights from our Coffee Mornings episode and industry studies, we provide a comprehensive understanding of these concepts and practical tips for fostering a culture of ‘Loud Retention.’

With an eye on the future of work, we aim to empower organisations to turn down the volume on ‘Quiet Quitting’ and amplify ‘Loud Retention.’ After all, our people are the heart of our businesses and the engine that drives growth and prosperity. Stay tuned as we decode these compelling workplace trends, and in doing so, outline the blueprint for a more engaged, productive, and thriving work environment.

Explanation of Terms

To begin, let’s first discuss the definitions of “Quiet quitting” and “Loud retention.”

In the Coffee Mornings episode, we explored the term ‘Quiet Quitting:

“And I think the actual phrase itself. Quiet quitting. It’s been all over LinkedIn, but I think there are a couple of different things that it’s been called over the years and I think. It is very much a viewpoint that’s it’s based on how you view it and I think a lot of it ties down to the environment and the culture and where you’re working and what you do to a degree. The phenomenon is where employees disengage from their roles and responsibilities even though they haven’t formally quit their jobs. A subtle form of resignation, often going unnoticed until it’s too late, which can significantly impact productivity and morale.” – Robbie Blake, Senior Consultant

“So, it’s like I’m out the door, but I haven’t left.” – Sam Ingram, CEO of Northreach

“It’s kind of like I’m operating at like 30%. I think the kind of the flip side of it is they kind of call it like the phrase is acting your wage?” – Robbie Blake, Senior Consultant

The term has quickly stirred up debates among employers and employees alike since its debut in a TikTok video. Media tycoon Ariana Huffington insightfully points out, “It’s like employees have emotionally and mentally quit. They’re physically present, but not in spirit.” Some see it as a rebellion against the burnout culture, while others view it as a fancy term for traditional workplace disengagement.

A relevant solution, proposed by recruitment expert Adam Karpiak, is ‘Loud Retaining.’ He argues, “Instead of fussing over ‘Quiet Quitting,’ companies should pour their energies into ‘Loud Retaining,’ where employees are made to feel valued, not merely tolerated.” Further supporting this, Robert Lloyd-Charles suggests renaming the trend as ‘100 Percenting’ to reflect that “workers are giving their 100% and should be paid accordingly.”

What do we think ?

Sam and Robbie believe in the importance of employees ‘acting their wage’, but they also think it’s a two-way street. If employees aren’t willing to put in extra effort, they shouldn’t expect employers to go above and beyond with gestures of appreciation. If you only do what you’re paid for and don’t strive for growth or a sense of contributing to the bigger picture, that’s likely all you’ll get.

On the other hand, employers must make sure their employees are well taken care of, and all efforts, whether just meeting expectations or going above and beyond, should be rewarded appropriately, both monetarily and non-monetarily.

“I think it’s a two-way street your employer should be looking to give you reasons to stay. But then equally your employees should give you a lot of reasons to keep you engaged. It’s always like that. You know, it’s always going backward and forward all the time.” – Sam Ingram, CEO of Northreach

Different Schools of Thought

The term ‘Quiet Quitting’ has stirred up a variety of perspectives, echoing the diversity of our modern workforce.

First, there are the ‘Pessimists,’ who see ‘Quiet Quitting’ as an alarming trend signalling a decline in employee morale and work ethics. In the words of Ariana Huffington, media mogul, ‘Quiet Quitting’ is “the gateway to quitting on life.” The ‘Pessimists’ view ‘Quiet Quitting’ as an attitude problem that could potentially harm not only the workplace but society at large if not promptly addressed.

Then there are the ‘Realists,’ who interpret ‘Quiet Quitting’ as a natural response to an overworked and underappreciated workforce. Adam Grant, organisational psychologist, observes, “It’s not just about quitting jobs without making noise; it’s about individuals standing up for their rights at work. They’re demanding fair treatment and reasonable workloads.” The ‘Realists’ see the rise of ‘Quiet Quitting’ as an indicator of systemic issues in workplace culture that need immediate attention.

Sam agrees with Adam’s idea, as he expressed by saying:

“I think that it is like working your wage and it makes good sense thinking about it more from a mental well-being perspective right now. Absolutely. Why should you do 150% of your job? Unless you’re going to get paid an extra 50% of it? Or there’s something else that doesn’t have to be about money. It could be something different.” – Sam Ingram, CEO of Northreach

Lastly, the ‘Optimists’ view ‘Quiet Quitting’ as a transformative opportunity. According to Boston Globe’s interpretation, this trend is a silent revolution extending beyond work, nudging people towards more balanced, fulfilling lives. They see ‘Quiet Quitting’ as a chance for organisations to reevaluate their workplace practices and cultivate a more engaged, satisfied workforce.

These diverse schools of thought reflect the complexity of ‘Quiet Quitting’ as a concept, shedding light on the multifaceted reality of today’s working environment. Ultimately, acknowledging these perspectives is a crucial step toward understanding the phenomenon and devising effective strategies to address it.

Analysis and Interpretation

At the heart of our Coffee Mornings conversation, we unravelled a delicate balance between the phenomena of ‘Quiet Quitting’ and ‘Loud Retention.’ The discussion brought forth an insightful exploration of the relationship between these two and the significance of two fundamental factors: setting boundaries and showing appreciation (The benefits should not only be monetary but should extend beyond that.)

“But I think, yeah, it probably comes down to not being valued and underpaid.” – Robbie Blake, Senior Consultant

The term ‘Quiet Quitting’ may appear to be a modern concept, but it essentially reflects a timeless challenge faced by employees – the experience of feeling overworked and underappreciated. According to a recent study by the Harvard Business Review, a concerning 58% of employees reported feeling overworked. The same study found that overworked employees were more likely to quietly disengage from their work, slipping into patterns of reduced productivity and declining work satisfaction – the essence of ‘Quiet Quitting.’

This unsettling data underscores the importance of establishing and maintaining healthy boundaries in the workplace. These boundaries can take many forms – from respecting personal time and avoiding expectations of overtime to ensuring employees aren’t overloaded with tasks beyond their capacity. However, in many workplaces, such boundaries are either ill-defined or simply overlooked. This disregard is a catalyst for ‘Quiet Quitting,’ with employees silently pulling back their efforts and enthusiasm in response to being overburdened.

Complementing the concept of boundaries is an equally vital aspect of appreciation. Like all individuals, employees thrive when their efforts are recognised and valued. A lack of appreciation can lead to feelings of insignificance and resentment, further fuelling the fires of ‘Quiet Quitting.’ The absence of appreciation can erode employee motivation and loyalty, leading to a detachment from their work and, ultimately, a decrease in their performance and productivity.

In stark contrast, ‘Loud Retention’ shines as a beacon of hope. This proactive strategy focuses on establishing clear boundaries that respect employees’ personal lives and work capacities, coupled with a robust culture of appreciation that recognises and rewards effort. ‘Loud Retention’ is not about grand gestures, but about consistent, genuine actions that make employees feel valued and heard.

In this light, our discussion highlights that ‘Quiet Quitting’ and ‘Loud Retention’ are not independent phenomena, but two sides of the same coin. The proliferation of ‘Quiet Quitting’ is a cry for help – a silent plea for healthier boundaries and deeper appreciation. ‘Loud Retention,’ on the other hand, is the response – a concerted, vocal effort to meet and exceed those needs. Recognising this correlation is the first step towards creating a more engaged and satisfying workplace.

During a conversation, Sam mentioned a quote from successful media mogul Arianna Huffington that caught his attention. Huffington believes that quiet quitting – a mindset that can lead to giving up on life – is a dangerous gateway. Sam found this thought-provoking, as it led him to reflect on how one can easily become content with merely acting within the remits of your pay and not striving for advancement. This mentality can quickly translate into one’s personal life, where one may only do the bare minimum and neglect to put in the effort to grow and evolve. Over time, this behaviour can become habitual, resulting in a pattern of delivering only what is necessary or expected without pushing oneself to grow and improve. Sam worries that this could ultimately lead to stagnation and regression.

“It could be put down so that you are just quitting in general, if you don’t want to push, you don’t want to stretch. Then you will just regress ultimately.” – Sam Ingram, CEO of Northreach

To avoid quiet quitting, it’s crucial to identify and address the root causes of dissatisfaction or resistance, rather than leaving it to employers to fix. Sam and Robbie discussed various factors that can contribute to quiet quitting, such as feeling undervalued, unchallenged or it could be something personal. By recognising what’s holding you back and acting, you can avoid falling into the dangerous trap of quiet quitting. While both Sam and Robbie completely support employers should practice “Loud retention,” the ultimate responsibility for personal growth and development lies with the individual. Take charge of your life and prioritise your own progress.

Shift in Work Dynamics

In the evolving landscape of the modern workplace, there is a clear shift in the dynamics of work, as emphasised in our Coffee Mornings episode with Sam and Robbie. The workforce today – a unique mix of millennials and Gen Z employees – prioritises mental and emotional well-being, work-life integration, and personal growth more than just job security. This represents a paradigm shift from traditional models of employment, which typically prioritised job security above all else.

If organisations fail to address these needs, the consequences can be severe, leading to higher turnover, lower productivity, and overall dissatisfaction. Employees who feel unheard and undervalued tend to withdraw from their roles, leading to ‘Quiet Quitting.’ This lack of engagement and motivation not only reduces individual productivity but also impacts team morale and the organisation’s overall performance.

Furthermore, it’s worth noting that this shift is not merely a transient trend but a structural change in work dynamics. The global pandemic has accelerated this transition, highlighting the importance of flexibility, work-life balance, and remote work options. Employers must recognise that the expectations of the workforce have evolved and must adapt their strategies accordingly.

Acknowledging these changes is crucial for organisational success. By ensuring that employee well-being is central to their strategies, organisations can enhance job satisfaction, improve retention, and boost productivity. Implementing flexible work policies, creating a supportive work environment, providing opportunities for growth, and fostering a culture of appreciation are all steps in the right direction.

Moreover, as we move towards an increasingly digital and globalised world, organisations that successfully adapt to these changes will have a competitive advantage, attracting and retaining the best talent.

Therefore, in the face of these shifting dynamics, businesses must proactively invest in ‘Loud Retention’ strategies that prioritise their employees’ evolving needs. It’s not just about preventing ‘Quiet Quitting’ – it’s about creating an environment where employees can thrive and deliver their best. After all, a satisfied and engaged workforce is the cornerstone of any successful business.

Strategies for fostering a positive workplace

Businesses looking to discourage ‘Quiet quitting’ and promote ‘Loud retention’ should consider implementing the following strategies:

  1. Create a recognition culture: ‘Loud retention’ the medicine to cure ‘Quiet quitting’ is nothing more than showing deep appreciation towards people who contribute to business growth and success every day. Recognising and rewarding employees for their hard work and achievements can significantly boost morale and motivation. This could be in the form of shout-outs in meetings, employee-of-the-month programs, or tangible rewards. Recognition is a key driver of employee engagement. At Northreach, we celebrate achievements through monthly and year-end awards, with recent winners enjoying an all-expenses-paid trip to Marbella.
  2. Focus on employee engagement: A Gallup study found that highly engaged teams show 21% greater profitability. Not only that an engaged employee is less likely to silently quit. Through team building, communication enhancement, and collaboration promotion, businesses can increase employee engagement. Regular workshops, brainstorming sessions, and team outings are effective ways to achieve this. DEI and ESG play a significant role in employee engagement, as discussed extensively in our Talent Trends podcast with HR expert Soreya Senior.
  3. Provide learning opportunities: The World Economic Forum reports that 54% of all employees will require significant upskilling by 2027. Thus, providing opportunities for professional development can help retain employees and prepare the workforce for future challenges. Also, employees are more likely to stay engaged when they’re learning and growing. Offering professional development opportunities, like training sessions, webinars, conferences, and mentorship programs, can enhance job satisfaction significantly. As a bonus this strategy can also combat the skill shortage companies are currently facing, as discussed in our ‘Upskilling’ podcast.
  4. Implement flexible work policies: According to a Gartner survey, 82% of company leaders plan to allow employees to work remotely post-pandemic, acknowledging the importance of work-life balance. Flexibility is highly valued by employees, especially in the post-pandemic world. Providing options such as remote working, flexible hours, and job-sharing can promote work-life balance and reduce the likelihood of ‘Quiet quitting.’
  5. Promote mental health: CIPD reports that 37% of sufferers are more likely to get into conflict with colleagues, 57% find it harder to juggle multiple tasks, 80% find it difficult to concentrate, and 62% take longer to do tasks. Companies should support mental health through wellness initiatives, counselling services, mindfulness training, and stress management resources. Encouraging regular breaks and time off also plays a significant role.
  6. Encourage employee feedback: Establishing a transparent feedback system is crucial for success. Creating a work environment where employees can voice their opinions is vital for a loyal team as they feel appreciated and seen. Employers should seek feedback regularly through one-on-one meetings, surveys, and suggestion boxes. Addressing problems early on prevents escalation.


The in-depth discussion in the Coffee Mornings episode significantly underscored the urgent need for businesses to adopt ‘Loud Retention’ strategies to curb the trend of ‘Quiet Quitting.’ The central idea was to recognise employees as more than just a means to an end; they are, in fact, the pillars that hold up and drive any organisation forward. Therefore, the conversation emphasised the need for companies to exceed, not just meet, their employees’ expectations. In other words, treating the workforce as the organisation’s most significant asset is crucial.

As an employee, it is not reasonable to assume that your employer should bear the weight of “Quiet quitting.” Your personal well-being and achievements are also your responsibility. Therefore, when you experience feelings of being undervalued, disconnected, or lost, it is essential to communicate these sentiments to your employer. By doing so, you can collaboratively work towards resolving the fundamental issues that are causing you to consider ‘Quiet quitting’.

REMEMBER: The evolving workforce landscape necessitates a new approach to employee engagement and satisfaction. It’s not enough to provide a competitive salary and benefits. Today’s employees seek appreciation, opportunities for professional growth, mental health support, and work-life balance. The organisations that excel in the future will be those that understand these needs and integrate them into their culture and operations.

As a quick recap, here are some key takeaways from our discussion:

  1. Recognise the prevalence of ‘Quiet Quitting’: 74% of employees feel they are quietly quitting their jobs, a trend that cannot be ignored. Acknowledging the problem is the first step towards addressing it.
  2. Prioritise ‘Loud Retention’: Companies that champion employee engagement report 21% higher profitability, underlining the critical role of ‘Loud Retention.’
  3. Exceed employee expectations: Meeting basic needs is no longer enough. To foster loyalty and commitment, companies must go above and beyond to create a supportive and engaging work environment.

“I think as an employer you just need to do more than the paycheck.” – Sam Ingram, CEO of Northreach

  1. Adapt to the shifting work dynamics: The modern workforce values mental and emotional well-being, work-life integration, and opportunities for growth more than job security. Organisations must be proactive and responsive to these evolving needs.
  2. Invest in employees’ well-being: Employees are the backbone of any organisation. Thus, investing in their well-being and satisfaction is an investment in the business’s future.
  3. Take action: It is crucial for employees to take control of their lives. If you are quiet quitting, it is essential to identify the root cause and address it by communicating with your employer. It is important to express your concerns and feelings so that your employer can work with you to resolve the issue and change the situation positively for both. Remember that you have the power to shape your life, so do not wait for circumstances to change- act.

“What are you waiting for? No one’s coming. There’s no army on the hill waiting to take you away and make all your dreams come true. You’ve got to do it yourself. You’ve got to push. You’ve got to go outside these boundaries. You’ve got to take charge.” –  Sam Ingram, CEO of Northreach


“It’s a lot of this communication. I think that, weirdly enough, I think a lot of these aspects can be just sorted out with just decent chat and understanding.”- Sam Ingram, CEO of Northreach

To conclude, in an era where ‘Quiet Quitting’ is increasingly prevalent, ‘Loud Retention’ strategies are more important than ever. As businesses, we have an opportunity—and a responsibility—to ensure our employees feel valued, heard, and appreciated. As we move forward, let’s make a commitment to invest more in our people, for they truly are our greatest asset.