In today’s rapidly evolving workplace culture, subtle and indirect tactics are becoming more common than overt actions. One such practice gaining attention is “quiet firing.” While the term may sound unfamiliar to some, its effects are deeply felt, especially on the mental health and well-being of employees subjected to it.

What Is Quiet Firing?

Quiet firing is a passive-aggressive management approach in which an employer deliberately disengages an employee without formally terminating them. Instead of direct communication or official processes, the employer may:

• Withhold growth opportunities
• Limit meaningful work
• Exclude the employee from meetings or decision-making
• Provide minimal feedback or recognition
• Increase workload or set the employee up for failure

Essentially, it's a way of nudging someone out of their job, without having to fire them. While this might seem like a strategic or conflict-avoidant method for dealing with underperformance or workplace tension, it often results in long-lasting psychological harm for the employee on the receiving end.

The Mental Health Toll of Quiet Firing

1. Chronic Stress and Uncertainty

The extended ambiguity that silent firing produces is among its most harmful effects. Employees often find themselves wondering:

• “Am I doing something wrong?”
• “Why am I being left out?”
• “Should I confront my manager or just leave?”

This constant state of uncertainty triggers the body’s stress response system, leading to heightened cortisol levels, disrupted sleep, headaches, and fatigue. Over time, chronic stress can evolve into more serious health concerns like anxiety disorders and burnout.

2. Erosion of Self-Esteem and Confidence

When employees are consistently passed over for promotions, excluded from projects, or ignored by leadership, they may begin to internalise the rejection. This can lead to feelings of inadequacy, self-doubt, and reduced confidence in their abilities, even when the issue stems from managerial decisions rather than actual performance.

They may start questioning their value and begin to believe they deserve poor treatment, which can perpetuate low self-esteem and even depressive symptoms.

3.  Increased Workplace Anxiety and Isolation

Quiet firing often comes with social and professional isolation. Employees might find themselves excluded from emails, meetings, or casual conversations that involve collaboration. This isolation contributes to a lack of belonging and fosters a hostile work environment.

The anxiety that develops in these circumstances isn’t just about job security—it’s about not feeling seen, heard, or valued. People start to lose their sense of identity, contribution, and purpose when they feel invisible at work.

4. Fear of Speaking Up

Many employees experiencing quiet firing feel trapped. Confronting their manager might lead to further retaliation, and reporting the behaviour to HR may seem futile, especially in toxic cultures. As a result, they may stay silent and endure the treatment, often suffering in silence while their mental health deteriorates.

Why Do Employers Engage in Quiet Firing?

Quiet firing is often used to:

• Avoid legal or reputational risks associated with layoffs or firings
• Save costs on severance or unemployment benefits
• Manage conflict without confrontation

However, these short-term gains come at the cost of long-term damage to the individual and the organisation. Managers may not even be fully aware that their behaviour constitutes quiet firing. What feels like “managing someone out” can, in reality, be a subtle form of workplace bullying or emotional neglect.

The Organisational Impact

Quiet firing doesn’t just harm individual employees—it also damages the overall workplace culture. It can lead to:

• Lower employee morale and engagement
• Decreased trust in leadership
• Increased turnover
• A rise in mental health claims and absenteeism

Team members who witness colleagues being sidelined may fear becoming the next target. This fear-based society inhibits loyalty, innovation, and teamwork.

What Can Be Done?

1. For Employers and HR:

• Foster a Culture of Transparency: Encourage open communication and provide constructive feedback regularly. Employees should never be left guessing where they stand.
• Train Managers in Emotional Intelligence. Give leaders the tools they need to resolve conflicts, be empathetic, and lead ethically.  Quiet firing often stems from poor managerial habits or avoidance behaviour.
• Develop Clear Performance Management Systems. Performance concerns should be addressed formally and respectfully, with clear documentation and support plans rather than passive tactics.
• Support Employee Mental Health: Offer access to Employee Assistance Programs (EAP) like TalktoAngel mental health resources, and coaching to help employees cope with workplace challenges.

For Employees:

• Document Everything. If you suspect quiet firing, keep records of your tasks, communications, performance reviews, and any changes in your role or treatment.
• Seek Clarification: Have a direct and respectful conversation with your supervisor. Sometimes what feels like exclusion may stem from miscommunication.
• Reach Out for Support: Speak with HR, trusted colleagues, or a mental health professional. It’s important to validate your experience and protect your well-being.
• Know When to Walk Away. If the environment becomes too toxic and unresponsive to feedback, leaving may be a form of self-preservation, not failure.

Conclusion

Quiet firing is a silent but powerful form of workplace mistreatment. It undermines not just professional potential but also mental health, identity, and dignity. Employers must move away from avoidance-based leadership and foster a culture rooted in transparency, respect, and psychological safety. Workers must recognize the warning signs and speak out for their welfare. Payroll should never come at the expense of your mental wellness.

Contribution: Dr (Prof) R K Suri, Clinical Psychologist, life coach & mentor TalktoAngel & Ms. Sangeeta Pal, Counselling Psychologist.

References

• Maslach, C., & Leiter, M. P. (2016). Burnout: A multidimensional perspective. In R. J. Burke (Ed.), Stress in the workplace (pp. 29–40). Routledge.
• Adams, R. (2022). The hidden damage of quiet firing: A psychological perspective. Journal of Workplace Mental Health, 5(3), 201–212.
• American Psychological Association. (2023). Work and well-being survey: Psychological safety and the role of management. https://www.apa.org/news/press/releases/stress/2023/work-well-being