When an employee slips into quiet quitting mode, the whole team feels it. In this Q&A with Jane, our resident HR advisor Jane Harper unpacks why employees do the bare minimum and how leaders can rebuild motivation, promote accountability, and stop disengagement from spreading.
A reader writes:
Dear Jane,
I supervise a team of analysts, and one of my employees, I’ll call him “James”, has slowly slipped into what looks like quiet quitting. He completes his tasks but does exactly what’s required and nothing more. No initiative, no curiosity, no effort to collaborate. His work is technically correct but lacks the spark or ownership he once had. While I don’t expect people to work beyond their hours, having an employee who only does the bare minimum is affecting team morale. Others are picking up additional responsibilities, and resentment is slowly building.
I’ve tried casual check-ins and asked him how he’s feeling about work, but his answers are always the same: “All good. Just busy.” I’m worried this disengagement could spread. How do I handle an employee doing the bare minimum without becoming a micromanager? And how do I re-ignite motivation when someone seems checked out?
When leaders address the root causes and offer meaningful engagement, employees often rise again.
Jane’s Advice: Re-engaging an Employee Who’s Checked Out
When an employee only does the bare minimum, the behavior is usually a symptom. Quiet quitting at work isn’t born overnight; it often follows burnout, unclear expectations, feeling undervalued, or lack of growth opportunities. Schedule a dedicated conversation, not a casual hallway check-in. Ask open-ended, future-focused questions:
- “What kind of work energizes you?”
- “What obstacles are making your tasks less fulfilling?”
This helps you uncover root causes of employee disengagement rather than chasing surface-level behaviors.
Reset Expectations Clearly and Kindly
Sometimes the issue is ambiguity. If the employee believes their output meets expectations, they won’t change it. Revisit performance standards, define what “initiative” looks like in your team, and provide examples of proactive behavior.
Employees rarely improve expectations they don’t know they’re missing. Clear standards are the foundation for managing disengaged employees effectively.
Give Ownership, Not Just Tasks
A bare minimum employee often feels disconnected from outcomes. Instead of assigning tasks, assign ownership. For example:
- “You’ll lead this portion of the project end-to-end.”
- “You decide the approach and present it to the team.”
Ownership invites accountability and pride. It’s one of the strongest strategies for motivating employees who have checked out.
Recognize Progress
Motivation grows where recognition flows. If the employee has lost momentum, celebrate small wins. Highlight initiative publicly when it appears, even in small doses. When someone experiences visibility, purpose, and appreciation, dealing with employees who lack initiative becomes significantly easier.
Know When It’s a Pattern
If efforts don’t shift the needle, document patterns and address them formally. Long-term employee performance problems need structured support, not indefinite patience. You can still lead with empathy, but accountability must follow. The goal isn’t to punish disengagement but to protect the functioning of your entire team.
Quiet quitting calls for curiosity, clarity, and compassion. When leaders address the root causes and offer meaningful engagement, employees often rise again. Guide, support, and set standards because that’s how you rebuild motivation without micromanaging.
Are you facing a tricky workplace dilemma? Write to Jane Harper with your questions on workplace conflict, policy issues, or people management problems. Your situation could be featured (anonymously) in a future column.
Send your queries to: info@thehrdigest.com with the subject line “Ask JANE HARPER.”
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