New Term ‘Quiet Cracking’ Highlights Employee Struggles

The emergence of a new term, “quiet cracking,” highlights a growing concern among employees regarding workplace wellbeing. Coined by Frank Giampietro, chief wellbeing officer at EY Americas, the phrase describes a situation where workers continue to perform their duties despite hidden struggles related to job stress and economic pressure. This phenomenon contrasts sharply with “quiet quitting,” where employees limit their efforts to the bare minimum.

Giampietro emphasized that the trend poses a significant threat to productivity and morale globally. He noted that while the pandemic had initially prompted employers to invest in employee wellbeing, many have since shifted their focus back to cost-cutting measures as the labor market has tightened. This shift has left many workers feeling trapped in roles they no longer find fulfilling.

According to Jarrod Haar, a management expert at Massey University, approximately 25 percent of New Zealand’s workforce is experiencing this “cracking” pressure. He pointed out that employees are often reluctant to leave their jobs due to financial concerns, which can lead to a cycle of stress and dissatisfaction. “These days, you’d go home and your partner is going to kill you, saying, ‘What were you thinking?'” Haar explained, reflecting the anxiety many feel about job security.

The pressure on employees is compounded by a lack of open dialogue about mental health in the workplace. Haar urged managers to regularly check in on their staff’s wellbeing, particularly during the winter months when illness can exacerbate existing stress. He encouraged leaders to remind their employees of available sick leave, advocating for a culture that allows workers to prioritize their health.

In a similar vein, Jamin Halberstadt, head of the psychology department at Otago University, noted that when individuals feel they have no options, their overall wellbeing can suffer significantly. “People do their best when they feel fulfilled and believe their work is meaningful,” he stated, adding that the expectation for work to provide personal fulfillment is a relatively modern mindset.

Halberstadt also highlighted the need for a balance between fulfilling work and the practical necessity of earning a living. “They do call it work for a reason,” he remarked, suggesting that while it is ideal for work to be enjoyable, it is not a requirement for everyone.

As the conversation around employee wellbeing continues to evolve, it is clear that both employers and employees must navigate the complexities of modern work life. The rising phenomenon of “quiet cracking” serves as a reminder of the importance of mental health in the workplace and the need for supportive environments that promote open communication and understanding.