Loud quitting: Use these 5 tips to prevent it

May 8, 2024

Jessica Bowes

A green sticky note of resignation on a keyboard.

We heard a lot about quiet quitting earlier this year. It’s when disengaged workers fill a seat, watch the clock, and do the bare minimum. They feel that their needs are not being met at work. More recently, we’ve noticed that some of these quietly disengaged workers are becoming actively disengaged workers, also known as loud quitters.

What does “loud quitting” mean in the workplace?

“Loud quitters are those who speak negatively about the organization, often undermining the efforts of leadership and potentially sabotaging strategic goals,” explains Monica Curtis, Health and Safety Consultant with WSPS. “Loud quitters frequently post negative comments about the organization on social media, are actively looking for a new job, and often leave the organization without notice.”

Loud quitters can be more destructive to the company than a quiet quitter. By voicing their frustration to their coworkers, customers, and the larger community, they can damage the company’s reputation. When an employee leaves the organization suddenly, with all their knowledge and experience, it often puts the company in a difficult position.

According to a 2023 Gallup report on the state of the global workplace, loud quitting stems from a mismatch between workers and their roles. Employees become frustrated and angry with their daily work experiences. Usually, trust between the employee and employer has been lost somewhere along the way. “Loud quitting isn’t new, but it might be on the rise,” says Monica. “Stress and anger likely play a part.” Monica goes on to explain that Canada and the United States have some of the most stressed workers in the world. She also notes that 21 percent of actively disengaged workers reported feeling a lot of anger in the previous workday, according to the same Gallup report.

Stop loud quitting with these five tips

Whether you are concerned with loud quitting or quiet quitting, both come from employee disengagement, which is something employers should watch closely and address. Monica offers these tips to help supervisors and managers keep their teams engaged.

Prepare for situations where disengagement may arise. Supervisors and managers should take time to identify situations where employee disengagement is likely to occur, such as organizational changes, shifts in individual roles, or changes in workload. During these periods, ensure that your employees are supported and involved.
Encourage feedback and discussion. Foster an environment where workers feel comfortable speaking up about problems and suggesting solutions, without experiencing negative consequences. If employees are feeling frustrated at work, it’s important not to let those feelings fester.
Hold regular team and one-on-one meetings. Whether virtual or in-person, regular meetings help to build trust, which promotes open communication.
Understand employees as individuals. Teach managers the value of developing personal relationships with their team members. This goes a long way toward creating an inclusive environment where everyone feels that they belong.
Show appreciation and provide acknowledgement. A big part of engagement is feeling cared for, respected, and acknowledged. Make sure everyone is clear on their value and contributions to the organization’s goals.