Forget quiet quitting - quiet cracking is the new hidden crisis at work
54% of workers say that they frequently experience some level of quiet crackingWorkers CompBy Emily DouglasNov 26, 2025ShareThis article was created in partnership with AmTrust Financial. Move aside quiet quitting, there’s a new workplace trend that’s stirring disengagement and encouraging poor morale in global organizations - quiet cracking. Quiet cracking reflects a persistent feeling of workplace unhappiness that can lead to disengagement, declining performance and an increased desire to quit. And, according to a recent report from TalentLMS, one in five employees say they frequently or constantly feel this way at work. Worryingly, 54% of workers say that they frequently experience some level of quiet cracking at work. In a recent interview with Insurance Business, Melissa Burke (pictured), vice president, head of client services at AmTrust Financial, revealed that in addition to concerns around job security, which aligns with the growing quiet cracking trend, employees are also experiencing a range of stressors that contribute to a challenging work environment. “Common triggers include overwhelming workloads, pressure to meet tight deadlines and ambitious performance goals, dissatisfaction with compensation, conflicts with colleagues and managers, and struggles to maintain a healthy work/life balance,” she told IB. “It’s important for employers to recognize that stress and mental health challenges affect employees holistically. For example, elevated or persistent stress is linked to physical comorbidities such as high blood pressure, heart disease and even a weakened immune system. Chronic stress can also cause musculoskeletal disorders, as muscle tension is a common reaction to psychological stress. In addition, stress can negatively impact the respiratory, gastrointestinal and nervous systems - compounding both mental and physical health burdens.” ‘This makes the role of the managers even more critical’ These interconnected health effects can increase the likelihood of workers’ compensation claims, as stress-related conditions can contribute to injuries, exacerbate pre-existing conditions, or prolong recovery times. And, with employee mental wellbeing now known to be directly linked to productivity, safety and risk exposure, having those one-on-one check ins can be a way for leaders to identify and help people who are struggling before they end up leaving the company for good. As Burke told IB, the concept of quiet cracking is particularly concerning because its ‘quiet’ nature signals an employee’s reluctance to disclose stress, burnout, or mental health issues for fear it could impact their employment status. “This makes the role of the managers even more critical,” she added. “Business owners and leadership should be trained to recognize early behavioral cues and to create safe channels for employees to share their concerns before they escalate. Routine, empathetic manager check-ins are practical and proactive tools for providing support and reducing organizational risk. “When employees feel empowered to discuss stressors openly, the workplace becomes a healthier and more transparent environment overall. Regular one-on-one conversations signal care, build trust and offer a forum to discuss workload pressures, challenges, and overall well-being. “These check-ins also help managers observe early indicators of work-induced stress, such as frequent absenteeism, disengagement or withdrawal, irritability, or sudden declines in performance. Identifying these warning signs can allow managers to connect employees with supportive resources and company-sponsored wellness programs and services.” Early intervention here can help reduce the likelihood that unresolved mental-health challenges will escalate into safety incidents, physical strain, or stress-induced injuries - all of which can contribute to costly workers’ comp claims. 16% of US employees believe mental health related stigma has increased But it’s not enough to pay lip service to these check ins – organizations and leaders have to go the extra mile to show true, authentic commitment to really helping their people. For many people, however, there’s a toxic cultural stigma around openly discussing one’s own mental health. Research from MentalHealth Journal found that 16% of US employees believe mental health related stigma has increased over the past year, with a report from the American Psychiatric Association adding that one in three workers are worried about work-related consequences if they seek mental health care. The data paints a worrying picture - making it even more important that employers create a psychologically safe environment where employees feel supported and comfortable raising concerns before issues escalate. “Creating a supportive environment and culture for employees’ mental well-being starts at the top,” added Burke. “Employers and business leaders should recognize that promoting mental health in the workplace is an ongoing responsibility – not something only activated when problems surface. Ensuring appropriate mental health support services and resources are in place and that employees know how to access them, builds resilience across the organization when challenges arise. “Key best practices for reducing stigma include providing ongoing education about mental health issues and normalizing conversations around stress, anxiety, and burnout. When leaders and managers model openness and express genuine support, employees are more likely to feel safe sharing their own struggles. Employers can offer training tools such as online courses, workshops, or periodic in-person seminars on mental health to build awareness and equip staff with practical guidance.” EAPs, referral services, mental health initiatives For organizations looking to make a real difference to their people in the new year, leadership teams should be looking at boosting the resources they have on offer. As Burke told IB, businesses can leverage EAP Employee Assistance Programs (EAPs), which typically provide voluntary, work-based benefits such as confidential mental-health counseling and referral services, and other behavioral-health offerings to employees and their families. “Employers can also leverage external resources such as the Center for Workplace Mental Health, which provides evidence-based tools, frameworks, and best practices for planning and strengthening workplace mental health initiatives,” she added. “These programs and resources help organizations to build supportive, preventative wellness strategies that address employee needs before issues escalate.” As we head into the new year, one thing is clear - employers need to start investing in the mental health and well-being of their teams in a preventative rather than a curative manner. For Burke, she believes this begins with ensuring risk management and HR leaders are fully trained to address the root causes of workplace stress and help sustain a healthy, resilient workforce. “Ensure employees are fully aware of the resources available to them,” she added. “Such as their employee assistance program (EAPs), telehealth behavioral services, and other employer-provided mental-health resources. Second, tailor offerings to the unique needs of specific workforce segments including aging employees, remote staff, and workers who are in known high-stress environments, such as the restaurant and hospitality industry.” Make orientation, ongoing job training and role development a priority Furthermore, as Burke told IB, it’s also been found that when employees lack proper training or clarity around their role, it often leads to quiet cracking. To address this, leaders should make orientation, ongoing job training and role development a priority. These efforts not only reinforce confidence and job security but also reduce risks associated with workplace injuries. In short, investing in continuous learning benefits both employee well-being and organizational safety. “Lastly, leaders should also leverage resources embedded within Workers’ Compensation benefits and coverage, including nurse triage programs that provide early engagement with employees who may be struggling with mental health challenges,” concluded Burke. “These programs can help assess needs quickly and direct employees to appropriate behavioral-health care, reducing the likelihood of escalation and supporting faster recovery.” Related Stories"Change fatigue" a notable risk for HR professionals: Gallagher reportHealthy body plus healthy mind equals healthy career
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