Avoiding the Quiet Storm: How Internal Comms can win over Quiet Quitters and "On-the-Fence" Employees

Employee engagement is a critical factor in an organisation's success, yet too many Internal Communications teams focus their efforts primarily on disengaged employees — those who’ve already checked out. But what if we told you that there’s a more strategic way to boost morale and improve productivity? Rather than solely concentrating on disengaged workers, IC teams should target the "quiet quitters" and employees who are on the fence about their commitment. These individuals aren't entirely disengaged but aren't fully engaged either, and they represent a unique opportunity for re-engagement.

Here’s how we think IC professionals can strategically win over these employees and create a ripple effect of positive engagement across the organisation.

1. Understand who the quiet quitters are

Quiet quitting isn’t about employees actually leaving their jobs (although they may have one eye on the jobs boards). Rather, it's when workers do the bare minimum, sticking to the duties in their job description and not actively seeking to go above and beyond. These employees haven’t entirely checked out, but they’re mentally putting in their notice. Their performance might be adequate, but they’re running at far from their full potential.

For IC teams, this group is an untapped reservoir of potential. Unlike fully disengaged employees, quiet quitters are still somewhat connected to their roles. With the right communication and engagement strategies, they can be encouraged to re-engage and bring more energy into their work.

2. Personalise communication to show they matter

To bring quiet quitters back into the fold, IC teams should adopt a more personalised approach to communication. One-size-fits-all messages might miss the mark, as these employees need to feel that the organisation genuinely values them and their contributions. Hyper-personalised messages tailored to their roles, interests, and aspirations can go a long way.

Use communication channels to send targeted messages that align with their specific job roles or projects they’ve worked on. Recognising their efforts in past projects or asking for their input on upcoming initiatives can make them feel more included and valued. When employees see that the organisation is taking an interest in them as individuals, they are more likely to reciprocate with a renewed sense of engagement.

3. Address the root causes — without blaming

For many, quiet quitting is often a response to workplace issues such as burnout, lack of growth opportunities, or a feeling that their efforts aren’t recognised. IC professionals can address these concerns by communicating what’s being done to resolve such issues, whether through new wellbeing initiatives, learning and development programmes, or changes in management practices.

Transparency is key — don’t shy away from acknowledging that certain practices haven’t worked in the past. Instead, show that the company is actively working to make improvements. Acknowledging the problem without placing blame can help regain the trust of quiet quitters who may have been demotivated by past experiences.

4. Leverage employee feedback to drive change

Employees who are on the fence often have valuable insights into what could make their work life more engaging. IC teams can tap into this by setting up feedback loops where employees can share their thoughts on company policies, workload, or the work environment. Actively seek feedback through surveys, anonymous suggestion boxes, or even informal discussions.

But remember — collecting feedback is just the beginning. Follow up by demonstrating how employee insights are shaping organisational changes. When employees see their feedback resulting in real action, it fosters a sense of ownership and responsibility towards the organisation’s future, making them less likely to mentally check out.

5. Make Recognition and Appreciation a habit

Quiet quitters often fade into the background because they don’t feel seen or appreciated. IC teams can counteract this by promoting a culture of recognition. Use internal communication channels to celebrate even small wins and highlight employees who are making a difference, whether it’s for exceptional work or embodying company values.

Peer-to-peer recognition can be particularly impactful, as it builds camaraderie and encourages employees to lift each other up. Consider establishing a bespoke digital platform, “shout-out” board or using the company’s intranet to share stories of team members who have gone the extra mile. This creates a culture where everyone is encouraged to participate actively, making it harder for employees to fall into the quiet quitting mindset.

6. Show them the bigger picture — Connect their work to the company’s mission

Quiet quitters may feel that their work lacks significance, leading them to disengage. IC teams can help bridge this gap by consistently communicating the company’s mission, vision, and goals in a way that connects to individual roles. Use storytelling to illustrate how various projects contribute to the larger organisational objectives and celebrate milestones that are achieved because of collective efforts.

Helping employees see how their day-to-day tasks feed into the organisation’s broader purpose makes them more likely to engage with their work, as they understand the impact of what they’re doing. It’s not just about what they do, but why it matters.

7. Encourage career development and mobility

If employees feel like they’re stuck in a role with no room for growth, they are more likely to mentally disengage. Communicate career development opportunities through internal channels and encourage employees to pursue them. Whether it’s mentoring programmes, skills workshops, or internal mobility options, provide clear paths for career progression.

Showcase stories of employees who have successfully moved up within the company or transitioned to different roles. It serves as a reminder that the organisation values career growth and is willing to invest in its employees’ futures. Video testimonials and showcases are often the most powerful format here.

Conclusion: Creating a culture that nurtures engagement

Targeting quiet quitters and those who are on the fence is about building a culture that naturally fosters engagement. By addressing the root causes of disengagement, valuing individual contributions, and communicating openly about organisational goals, Internal Comms teams can draw these employees back in. And if you’re not sure that your current setup allows for that, then we advise carrying out a health check of your channels and methods as a priority.

The goal is not to simply convert quiet quitters into overachievers overnight, but to encourage small steps toward greater participation. Over time, these small changes can result in a workforce that is not only engaged but also empowered to be active contributors to the company’s success.

So, let’s change the focus. Instead of putting all our efforts into “fixing” disengaged employees, why not start by re-engaging those who still have one foot in the game? After all, it’s easier to spark a flame from warm embers than to reignite cold ashes.