Most employees do not hand in their notice out of the blue. Instead, they often leave twice. First mentally, then physically.
Long before an employee starts updating their CV or exploring opportunities elsewhere, there is often a period of growing disengagement where motivation, enthusiasm and commitment begin to fade. They still attend meetings, respond to emails and complete their day-to-day responsibilities, but something has changed. The energy they once brought to their role is no longer there.
This is often referred to as a 'quiet resignation' and it has become a significant challenge for organisations of all sizes. While these employees may still be present and productive on the surface, they have become emotionally detached from their work and are often no longer invested in the organisation's wider success.
Recent Gallup research found that only 10% of UK employees are engaged at work, placing the UK among the lowest-performing countries in Europe. The impact is substantial, with low engagement estimated to cost the UK economy around £293 billion in lost productivity, every year.
For managers, recognising the warning signs of disengagement early can make all the difference.
"A temporary dip in motivation is something most employees experience from time to time. The difference with quiet resignation is that it's usually accompanied by a gradual and sustained shift in behaviour,” explains Gemma Van Der Wath, Senior HR Business Partner, at Reed.
“To spot those early signs, managers need more than a surface-level understanding of their people. They need genuine relationships built on regular conversations, curiosity and trust."
By identifying the root causes and taking action, organisations can often re-engage employees before they decide to move on completely. Even where an employee ultimately chooses to leave, addressing disengagement constructively can help maintain trust, morale and engagement across the wider team.
What is a quiet resignation?
The term 'quiet resignation' describes employees who have withdrawn emotionally from their role while continuing to perform the minimum requirements of their job. They are no longer invested in the organisation's success, less likely to go above and beyond, and often feel disconnected from the company's goals and culture.
Unlike a traditional resignation, a quiet resignation can be difficult to spot. Employees continue to attend work, complete tasks and fulfil their responsibilities, but their enthusiasm and commitment have diminished. They may stop contributing new ideas, show less interest in team initiatives or become reluctant to take on additional responsibilities.
In many cases, quiet resignation develops gradually because of factors like lack of recognition, limited development opportunities, excessive workloads, poor communication or feeling undervalued. For many employees, feeling unrecognised can be a key factor in that gradual disengagement.
Gemma suggests one of the biggest drivers of disengagement is a “lack of recognition, and not necessarily financial recognition. High performers can often become victims of their own success. Their strong performance becomes the expected standard, and over time the appreciation they once received disappears.
“When people feel their efforts go unnoticed, while others are held to different standards, it can quickly lead to frustration and resentment. Employees want to feel that their contribution matters and that it's valued."
If these issues are left unresolved, employees can become increasingly disengaged until they eventually choose to leave altogether.
Five warning signs to watch out for
While a single change in behaviour may not be cause for concern, managers should pay attention to patterns that develop over time and consider what they might be signalling.
Gemma said: "I often speak to managers who are surprised when a high performer resigns, but in hindsight the indicators were there. Perhaps they'd started taking more ad-hoc sick days, their performance had gradually declined, they were contributing less in team discussions, or they had become less visible and engaged with colleagues.
“Individually these signs may not mean much, but when they appear together over a prolonged period, they can point to a deeper disengagement rather than a temporary loss of motivation."
1. A noticeable drop in participation
One of the earliest signs of a quiet resignation is often a reduction in participation. Employees who were once vocal in meetings, eager to share ideas and actively involved in discussions may become noticeably quieter.
While everyone experiences periods of lower motivation, a consistent decline in engagement could indicate that an employee feels disconnected from their role or no longer believes their contributions are valued.
2. Reduced initiative and ownership
Disengaged employees often shift their focus towards simply completing the tasks required of them. They may stop volunteering for projects, avoid taking ownership of challenges or show less interest in finding solutions to problems.
Managers may notice that while work is still being completed, the employee is no longer demonstrating the same level of enthusiasm, creativity or commitment they once showed.
3. Increased absence and signs of burnout
An increase in sickness absence, frequent requests for time off or visible signs of exhaustion can all be indicators that something is wrong.
Disengagement and burnout are closely linked. Employees who feel overwhelmed, unsupported or emotionally detached from their work may struggle to maintain the same energy levels and productivity over time. These warning signs should be met with support and understanding rather than assumptions.
4. Withdrawal from team activities
Employees experiencing a quiet resignation may begin to distance themselves from colleagues and workplace activities. They may contribute less during collaborative projects, decline invitations to social events or avoid informal interactions with their team.
This withdrawal can weaken team relationships and further reduce an employee's sense of belonging, making it harder to rebuild engagement if the issue is not addressed.
5. Less interest in career development
Employees who are engaged are usually interested in learning new skills, taking on fresh challenges and progressing their careers. When someone begins to lose interest in development opportunities, it may be a sign that they no longer see a future within the organisation.
They may stop discussing career goals, decline training opportunities or show little enthusiasm for progression conversations. While this does not always indicate disengagement, it can be a valuable signal when combined with other warning signs.
How can leaders respond?
Prioritise meaningful conversations
Regular one-to-one conversations play an important role in preventing disengagement and helping managers understand how employees are really feeling.
According to Gemma, they are “most valuable when they are a genuine two-way discussion rather than a manager-led status update.
While it's important to cover priorities, performance and workload, the most meaningful conversations often focus on challenges, aspirations, ideas and wellbeing."
Creating opportunities for open and honest dialogue can help employees feel heard, valued and supported before disengagement becomes a larger issue.
"Consistent, high-quality one-to-ones help managers build a deeper understanding of their people, making it much easier to identify changes in attitude, engagement or motivation,” adds Gemma. “More importantly, they create the trust needed for employees to raise concerns before they escalate into disengagement or a decision to leave."
Manage workloads before burnout occurs
Excessive workloads and prolonged periods of stress are common drivers of disengagement. Managers should regularly review workloads, identify pressure points and ensure employees have the resources they need to succeed.
Encouraging employees to take breaks, set realistic priorities and maintain a healthy work-life balance can also reduce the risk of burnout and support long-term wellbeing.
Practical steps may include:
Reviewing workloads during regular check-ins.
Redistributing tasks when individuals are under excessive pressure.
Encouraging employees to take annual leave and disconnect outside working hours.
Create clear opportunities for growth
Employees are more likely to remain engaged when they can see a future within the organisation. Managers should work with employees to identify development goals, provide access to learning opportunities and create clear pathways for progression.
Even small opportunities to learn, gain new responsibilities or expand existing skills can help employees feel more motivated and invested in their role.
This could include:
Creating personalised development plans.
Offering mentoring, coaching or job-shadowing opportunities.
Supporting attendance at training courses, workshops or industry events.
Recognise contributions regularly
Recognition remains one of the simplest and most effective ways to boost engagement. Employees who feel appreciated are more likely to stay motivated and connected to their work.
Recognition does not always have to be formal. A simple thank you, constructive feedback or acknowledging a job well done can help employees feel valued and reinforce their contribution to the wider team and organisation.
Quiet resignation rarely happens overnight. More often, it is the result of a gradual decline in engagement that develops over time.
By understanding the warning signs and taking proactive steps to address them, managers can identify issues before they lead to resignation.
Even when an employee ultimately decides to move on, the way managers handle disengagement can have a lasting impact on the wider team. Open communication, visible support and a genuine commitment to employee wellbeing can help maintain morale, reinforce trust and reassure colleagues that their concerns will be heard and addressed.
"I don't believe there is such thing as a lost cause when it comes to employee engagement. In most cases, people can be re-engaged if managers act early and focus on understanding rather than judging,” concludes Gemma.
“Honest conversations, genuine empathy, meaningful recognition and support tailored to an individual's needs can make a significant difference. Often, the turning point is simply helping an employee feel heard, valued and connected to a purpose again."
Are you looking for a talented professional to join your team? Or seeking a new opportunity yourself? Get in touch today to see how our experts can help.
