Navigating work and life in general is getting more challenging around the globe, and South Africa is no exception. Few will be unaware of the struggles, either their own or those of loved ones, colleagues or friends, of trying to make ends meet while battling on several personal fronts. Taking time out to attend to life matters is not an option for most, which has given rise to the phenomenon of a sizeable portion of an organisation’s workforce showing up and doing the work, while being all but checked out.
“Amid increasingly turbulent local and global developments, soaring living costs with the constant threat of layoffs and retrenchments, and greater difficulty navigating life in general, a new workplace phenomenon, dubbed quiet cracking, is emerging,” says Debbie Goodman, CEO at Jack Hammer Global, Africa’s largest executive search firm.
She says this subtle yet pervasive issue sees employees showing up physically but checking out emotionally, driven by economic fears and relentless pressure. For companies, this poses a significant risk to productivity, innovation, and workplace culture, demanding urgent attention from leaders, she says.
“This issue cannot be dismissed as an individual one that needs to be addressed by the individual, with a take-it-or-leave it approach. Quite apart from the ethical duty leaders have toward their employees and their wellbeing, teams made up of desperate individuals can and will have a negative impact on the bottom line.”
BUSINESS IMPACT
Gallup data shows global employee engagement slipped from 23% to 21%, translating to an estimated $438 billion in lost productivity.
For South African companies, quiet cracking – a term popularised by Frank Giampietro, EY Americas’ chief wellbeing officer, who describes workers as present but not thriving – is a silent threat.
“South Africans are no strangers to resilience, but the mounting challenges from all fronts over the past few years are testing even the most steadfast. With inflation driving up the cost of essentials, many feel like the proverbial frog in a pot, simmering under constant pressure with no respite,” says Goodman.
“The fear of job loss, coupled with declining wage growth, inflation, and limited opportunities for advancement, has left workers cautious, choosing to play it safe rather than risk career moves.”
Employees may show up and perform adequately, but their despondency, and lack of enthusiasm and innovation, undermines business goals.
“Ironically, leaders who had hoped to boost productivity, collaboration, and workplace culture through return-to-office mandates may have missed the mark. While the aim may have been to fix engagement by bringing people back to the office, if your team is dead inside, no amount of face time will help,” Goodman says.
The issue isn’t just a personal struggle, it’s a business risk, she says.
“In South Africa, where economic survival often overshadows career ambition, disengaged employees can erode workplace culture and stifle growth. Leaders who ignore the signs risk losing talent, productivity, and innovation. And without addressing the root causes of economic fears, burnout, and reduced workplace empathy, businesses risk stagnant innovation and declining morale.”
THE NEED FOR EMPATHETIC LEADERS
Now is not the time to point fingers, but rather to foster connection, Goodman says.
“With performance reviews coming up, ensure you engage and really listen, to understand where your team members are at. Determine how support can be provided where necessary, and work on a plan to restore some balance where possible.”
In the current environment, it is important to:
- Prioritise one-on-one check-ins: Regular, empathetic conversations can uncover hidden struggles. Ask employees how they’re coping, not just how they’re performing.
- Acknowledge economic realities: Recognise the financial and emotional toll of the challenges of the past few years. Small gestures, like flexible hours or mental health support, can make a difference.
- Rebuild workplace empathy: Move beyond the need for stoic “get your act together” rhetoric. Create spaces for employees to voice concerns without judgement.
- Invest in wellness: Offer resources like counselling or stress management workshops. Awareness of the challenges facing so many people today can prevent deeper burnout.
“Don’t be fooled by the illusion of employees who may appear to be performing adequately, but who are struggling internally, often feeling stuck in their roles due to economic uncertainty and a tight job market. Around the world people are showing up and putting on a good face, while crumbling inside,” says Goodman.
“As a leader, don’t allow such an environment to fester. The first step is getting a real indication of the reality on the ground and then working towards fostering genuine human connections and addressing issues head-on. It’s not only the right thing to do on a human level, but also the right thing for your organisation.”
