A new study by TalentLMS warns that a subtle form of workplace disengagement — termed “Quiet Cracking” — is affecting more than half of employees, with many reporting persistent feelings of unhappiness that go largely unnoticed by managers.
The research, based on a survey of 1,000 U.S. workers, found that 54% experience some level of Quiet Cracking, with one in five saying they feel this way frequently or constantly. Unlike burnout or “quiet quitting,” which often come with clearer warning signs, Quiet Cracking can be harder for employers to detect and address.
Employees showing signs of Quiet Cracking are less likely to contribute ideas, take on additional responsibilities, or participate in team events, according to the report. These early signs of disengagement can quietly erode morale and performance, said TalentLMS, an employee training platform that commissioned the study.
Training, communication tied to lower risk
The study also draws a link between employee development and job confidence. Workers who had not received any employer-provided training in the past year were 140% more likely to feel insecure about their jobs. Nearly half of respondents (42%) reported receiving no training over that period.
Other key findings include:
- 29% of employees said their workload is unmanageable.
- 20% said their manager does not listen to their concerns.
- Quiet Cracking employees were 68% less likely to feel valued or recognized at work.
While 82% of workers said they feel secure in their current roles, only 62% felt confident about their long-term future with their employer—suggesting a gap between short-term stability and long-term commitment.
A call to action for HR and leaders
“Quiet Cracking may not be obvious at first, but over time it can wear down team energy, connection, and trust,” said Nikhil Arora, CEO of Epignosis, the parent company of TalentLMS.
He said disengagement often stems from employees feeling stuck or unheard. “Giving employees space to grow — through learning, skilling, and real conversations — is one of the most powerful ways to turn things around,” Arora said.
The report urges organizations to adopt simple interventions, such as surveying employees regularly, improving manager communication, and investing in learning and development programs. It emphasizes that training and recognition should be seen as core strategies — not optional extras — for building a resilient and engaged workforce.
