We’ve all heard: The new trend is quietly quitting your job. There’s nothing new, though, about the number of people who aren’t engaged in their work.

A Gallup poll conducted in 2015 indicated 50.8 percent of U.S. workers were disengaged and 17.2 percent were actively disengaged — in other words, quiet quitting. Fast forward to 2021, and polling indicated 66 percent of workers were disengaged and 16 percent were actively disengaged. Add in the fact 53 percent of workers report burnout, and employers face challenges. Companies would do well to get ahead of the trend, especially given expectations for work and life balance. 

The first step is to recognize signs of disengagement. Employees exhibiting the following behaviors could be signaling they’re ready to exit:

Missing meetings that aren’t mandatory as well as participating less in meetings they attend.

Not being as productive as they once were.

Contributing less to team projects.

A lack of enthusiasm.

Not all employees who fulfill only the minimum of their job descriptions fall into this category. Perhaps this has been their mode of operation since the beginning of their employment. But changes in commitment, engagement or responses could serve as an “uh oh” moment for managers and human resource professionals.

Once a possible issue is identified, what can be done? Let’s explore some actions that could reduce their desire to move on and reignite their passion for their work:

Re-evaluate job descriptions to ensure they reflect the jobs performed and wages earned.

Highlight the benefits employees often forget about and underutilize. Look to your employee handbooks for sections that were signed off on and overlooked. Remember, you must continually sell your product for it to remain relevant. In this case, the job is your product and your employee is the consumer.

Invest in employees — all employees. Regardless of the position or title, enhancing their resources, tools and education demonstrates how valuable they are to you.

Provide such feedback opportunities as stay interviews or upward appraisals for employees to evaluate management staff. Find out what you’re doing well, what could be improved upon and what might entice employees to leave.

Provide continual feedback by conducting performance evaluations more often. Take advantage of opportunities to catch your employees doing good and recognize them for it.

Now consider the metaphor of a traffic light and employees in what might be described as red, yellow and green categories. Those in the red group are on a performance improvement plan, on their way out or headed toward yellow with some encouragement. Yellow employees are somewhere in the middle. Without challenging them or providing additional training, they could join the red group. Determining what motivates them could turn them into the star employees in the green category. The ultimate goal is to have as many employees in the green group as possible.  Keep in mind, though, they won’t stay there on their own.

Another term floating around in the business world is the great reconsideration. Employees and employers alike are re-evaluating different aspects of the workplace and workday. Employers look for ways to improve employee engagement and satisfaction while employees reconsider career goals and if they can achieve them where they work.

While hybrid work environments remain one of the most sought-after prizes, companies could offer other benefits. Here are four things to consider:

Reimagine company culture. Look for gaps between leadership and what employees experience. Assess what can be changed. Keep it aspirational, but realistic.

Rethink the perks of the job. Employees expect flexibility and no longer see it as a perk. Determine other fringe benefits you might offer others won’t or can’t.

Prioritize real-time over real-life connections. Many employees say the camaraderie in the office brings them back, even if it’s only part of the time. Employers should consider ways to create intentional spaces for peer connections that don’t necessarily involve day-to-day work.

Invest in career growth. Dust off succession planning processes and create opportunities for as many positions as possible. Offering employees a chance to enrich their careers through upward mobility helps in recruiting and retaining employees not only for the skills needed today, but also in the future.

Job openings still outnumber job applicants — at least those willing to work. Forward-thinking companies benefit from remembering the human aspects of individuals and focusing on relationships instead of numbers.