Declining engagement puts pressure on the workplace

Following the wave of ‘quiet quitting’, a new but less visible trend is emerging on the labour market in 2026: quiet cracking. This trend was identified in our recently published Talent Trends 2026 e-guide. Employees do not openly disengage, but continue to function while internally struggling with stress, uncertainty and a lack of perspective. What begins as individual tension gradually grows into a broader loss of engagement within teams and organisations. 

Quitting versus cracking 

‘Quiet cracking’ differs fundamentally from ‘quiet quitting’. In the case of quiet quitting, employees consciously limit themselves to doing the bare minimum. With quiet cracking, however, employees continue to perform, but at a high mental cost. 

They remain present, deliver their work, yet experience: 

• Ongoing workload pressure 
• Unclear expectations 
• Job insecurity 
• Limited growth opportunities 

International research shows that 20% of employees experience quiet cracking frequently or constantly, while 34% encounter it occasionally. This means that hundreds of thousands of employees are under mental strain without it being immediately visible. 

Notably, 47% of employees experiencing quiet cracking feel unheard by their manager. 

Risk of a structural problem 

When multiple team members struggle at the same time, it leads to a collective decline in motivation and engagement. This does not immediately result in mass resignations, but it does lead to subtle shifts such as reduced initiative and innovation, weakening team dynamics, and less frequent feedback. 

The impact is measurable: 

• 78% of managers notice a loss of productivity linked to individual disengagement 
• 1 in 5 employees say it strongly demotivates them 
• 58% report reduced focus 

Small signals, major consequences 

Disengagement rarely appears overnight. It reveals itself through small signals: a team that used to challenge ideas but now shows less initiative, or an employee who has become noticeably quieter than before.

When leaders recognise those signals early and start the conversation, engagement can recover quickly and performance follows naturally.

According to Robert Walters, 2026 marks a tipping point. The combination of economic uncertainty, restructurings, digitalisation and higher performance standards means employees continue to function, but feel less emotionally connected to their organisation. 

Why this directly affects businesses 

Declining engagement is not a soft HR topic. The consequences - including falling productivity, higher absenteeism, increased turnover and a weakened employer brand - are tangible and financially impactful. 

For employers, this means retention and engagement must once again become strategic priorities. Not through increased control or additional KPIs, but through clear leadership, transparent communication and realistic workloads. 

2026 will be the year of active leadership 

Organisations must recognise that employees do not always disengage visibly. Yet when engagement systematically declines, performance and company culture inevitably follow. 

Those who invest early in clear communication, trust and growth perspectives can break the negative spiral. Those who ignore the signals risk allowing silent internal pressure to evolve into a structural business problem. 

Declining engagement is not merely a trend. It’s a reflection of how sustainably organisations manage their people today. 

Find out more?

For a broader perspective on the forces shaping the year ahead, the Talent Trends 2026 e-guide by Robert Walters, outlining 8 key talent trends set to impact the 2026 labour market, is available for free download.