By building a culture of psychological safety, investing in well-being programs, and upskilling people leaders, HR can help employees thrive in the face of uncertainty.
By Ty Beasley
“Quiet cracking” is the latest workplace buzzword. But is it just “burnout” rebranded by Gen Z? Not quite.
New generations often create new terms when existing ones don’t fully capture their experience. In this case, the addition of “quiet” signals something deeper and more concerning: suffering in silence. That’s also what makes quiet cracking so difficult to identify and address.
Recent surveys show that more than half of American workers have experienced quiet cracking. For HR leaders, recognizing and responding to this silent strain is no longer optional: It’s a strategic imperative.
What Is Quiet Cracking?
Quiet cracking refers to a persistent feeling of unhappiness, disengagement, and emotional strain that doesn’t immediately show up in performance metrics. Unlike burnout, which often leads to visible drops in productivity or attendance, quiet cracking is more insidious. Employees keep showing up, keep performing, but are quietly unraveling beneath the surface.
What To Watch For
Since quiet cracking doesn’t trigger obvious performance red flags, talent leaders and managers must pay attention to subtle shifts in employee behavior. They might notice someone participating less in team meetings or pulling back from social gatherings or team activities they previously enjoyed.
Changes in how people communicate – such as shorter than usual emails, slower responses, or staying off-camera in meetings – can also be a signal. And if someone who was always proactive starts hesitating to take on new projects or share ideas, take note.
None of these behaviors alone is a red flag. But when HR leaders see a combination, it’s worth checking in. A small conversation can make a big difference.
Minimizing Risk, Not Eliminating Reality
Quiet cracking can’t be eliminated entirely. Human emotions and external pressures are part of the workplace equation. In fact, research from Psychology Today shows that about two-thirds of quiet cracking stems from external forces such as financial stress, climate concerns, political instability, and social tensions.
The goal isn’t to eliminate these pressures, but to minimize their impact. By focusing on culture, connection, and trust, organizations can create environments where employees feel supported, valued, and empowered to bring their best selves to work.
Combating Quiet Cracking
RSM believes the antidote to quiet cracking is not just “culture” in the abstract, but a tangible environment of psychological safety and genuine care. Culture can be an overused term in corporate America. It’s built on the foundation of company values—for RSM, it’s respect, integrity, teamwork, excellence, and stewardship—brought to life through desired behaviors, including care.
Here are some actionable strategies for HR leaders navigating the challenges associated with quiet cracking.
- Build a culture of psychological safety. Employees must trust their well-being is a real priority. This means creating an environment where people feel safe to speak up, share concerns, and seek support without fear of repercussions.
- Invest in well-being programs. RSM offers well-being programs, flexible work arrangements, and access to resources like Modern Health. These initiatives are proof of the company’s commitment to employee well-being.
- Upskill people leaders. Nearly half of employees experiencing quiet cracking say their managers don’t listen to their concerns. People leaders are the first line of defense and the largest potential failure point. That’s why RSM recently doubled down on its investment in upskilling people leaders to build trust with their teams, recognize early signs, and provide support.
- Foster connection and community. Especially for younger generations, connection and belonging matter. RSM encourages people to be together when and where it makes sense and provide opportunities to build community through employee network groups.
- Enable physical fluidity. Return-to-office mandates can exacerbate quiet cracking. Fluidity in where and how people work, whether from home, the office, client sites or development events, helps employees manage stress and maintain balance. RSM leaves it up to the teams themselves to determine when in-person time will be most productive and meaningful.
- Focus on listening strategies. Regular sentiment surveys and feedback mechanisms help glean insights into employee well-being and engagement. These tools are critical for identifying trends and intervening early.
Key Takeaways for HR Leaders
Quiet cracking is a silent crisis that’s less visible than burnout or quiet quitting but just as damaging. That’s why early recognition is critical. People leaders need to be trained to spot subtle signs and intervene with empathy.
Equally important is ensuring that culture is more than words. Values and behaviors are only meaningful when backed by real programs and practices. Connection and trust are the true antidotes, so fostering environments where employees feel safe, supported, and connected is essential.
The role of the HR leader is not just to manage talent, but to create environments where people can thrive, even in the face of uncertainty. By investing in upskilling, culture, and well-being, HR leaders are not just responding to trends; they’re building resilience for the future.
Ty Beasley is chief talent officer at RSM US LLP.
