The phrase “quiet cracking” may be HR’s latest buzzword—but, experts say, it’s definitely not a fleeting trend. Rather, the suggestion that employees are suffering immense stress and burnout—and doing so alone—points to systemic workplace problems, ones that they say HR needs to bring out of the shadows with strategic leadership.

New research from ResumeTemplates highlights the extent of the problem: Of the more than 1,100 U.S. workers surveyed, nearly 60% say they are experiencing quiet cracking, which the organization defines as workers feeling “drained and disengaged” yet striving to keep up appearances at work.

More than half say they’ve had those feelings for over three months, while about 20% report their quiet cracking started more than six months ago. The impacts to the business could be significant, the research found: More than 60% of those struggling with these feelings of pervasive stress say they’re likely to leave their job in the next months, while others cite impacts on attendance.

Gallup research recently quantified just how severe the crisis is: to the tune of $438 billion in lost productivity worldwide.

What’s driving quiet cracking?

Employee stress levels have soared in recent years, and the current quiet cracking trend appears to reflect both personal and professional aggravators. The ResumeTemplates research found the top two contributors to quiet cracking are excessive workloads and personal stress. Poor management and repetitive job tasks are also significant factors.

Several macro issues could be heightening the risk for the “quiet” aspect of the phenomenon, says Frank Giampietro, chief wellbeing officer at EY Americas.

The downturn in voluntary turnover over the last 18 months, he says, suggests fears of a recession, and more recently, fewer new opportunities have employees sticking with their companies—but at times just out of fear.

“People are staying longer at their current employers, but they aren’t thriving,” he says; instead, they may be struggling in silence.

“In many cases, they feel stuck where they are, without a choice,” he says. “They don’t want to raise attention to themselves and want to be seen as a valued employee.”

The “climate of layoffs,” adds Julia Toothacre, chief career strategist at ResumeTemplates, means that “employees don’t want to give managers or leaders a reason to let them go,” she says. So, she says, they are weathering changes and challenges—such as from AI transformation—without speaking up.

If there is “minimal or no trust with management,” she adds, “employees won’t voice their concerns because they don’t trust how that information could be used.”

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