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How Does ‘Quiet Quitting’ Begin When the Psychological Contract Is Broken?

When an invisible agreement is breached, an invisible resignation begins.

In the world of work, there is a document everyone knows exists, yet no one ever puts on the table: the psychological contract.
It has no title, requires no signature, and has no place in company files — yet it is one of the strongest agreements between employee and employer.

When an employee joins an organisation, they look not only at salary, benefits, or job description, but also at their expectations, emotions, observed behaviours, and the nature of the relationship established with them.

This invisible contract is, in essence, a more subtle way of saying:
“I belong to you, and I will do my best for you.”

However, like any other contract, the psychological contract can be broken. And when it is, the first reaction is rarely to write a resignation letter. Instead, a quieter, more internal, and far less visible process begins: Quiet Quitting.

So how does this process unfold? Where does it begin? And how can organisations recognise it?
Let’s explore this together.

What Is the Psychological Contract — and Why Is It So Important?

The psychological contract refers to the unwritten set of mutual expectations between an employee and an employer.

These expectations often take the following form:

  • “If I put in effort, I will be rewarded.”
  • “They will support my development.”
  • “They will treat me fairly.”
  • “I will feel valued.”
  • “The work I do will matter.”

You can often hear these thoughts in an employee’s inner voice when they first join an organisation. Communication during the recruitment process, early experiences in the first months, a manager’s approach, and organisational culture all play a major role in shaping these expectations.

The importance of the psychological contract lies here:
People relate to organisations less through corporate realities and more through how those organisations make them feel.

Motivation, therefore, is fuelled not only by budgets, but by relationships.

This is why a breach of the psychological contract often has a far deeper impact than technical issues such as overtime or workload alone.

How Does This Contract Get Broken?

The psychological contract is rarely broken by a single major incident. More often, it erodes through small but repeated experiences.

  1. Unfulfilled development promises

“Don’t worry, we’ll start the training.”
Two years pass, and no one has yet knocked on the training department’s door.

  1. Unfair distribution of work


    In a team of three, one employee is constantly relied upon for their “resilience”.

     
  2. Changes in managerial behaviour


    Praise gives way to indifference; feedback is replaced by silent meetings.

     
  3. The employee no longer feeling valued

They work until midnight on a project…
The next day, that project is barely acknowledged in the meeting.

Each of these — and many similar examples — creates a small crack in the contract.
As those cracks deepen, the employee quietly begins to ask:
“Why am I here?”

Is This Where Quiet Quitting Begins?

Yes — but not with a dramatic decision. Quiet quitting usually begins slowly, silently, and through emotional disengagement. The following signs often indicate that the process has started:

  • The employee no longer volunteers for additional responsibility.
  • They contribute fewer ideas in meetings.
  • “We’ll see” becomes a frequently used defence mechanism.
  • They do their job, but reserve no energy for more.
  • Performance does not necessarily drop, but enthusiasm does.
  • The employee shifts into self-protection mode — extra effort starts to feel risky.

Quiet quitting is not a state of laziness. It is the emotional shutdown of responsibility on the employee’s side of the work relationship.

The employee does not actually resign; they place their sense of belonging on hold.

The Signals Organisations Most Often Miss

When employees enter quiet quitting, managers often respond with comments such as:
“Their motivation seems a bit lower lately — probably just workload.”

In reality, the signals appear much earlier:

  • Previously proactive employees step into the background.
  • They withdraw from interpersonal interactions.
  • Messages on Slack or Teams become shorter and more formal.
  • Their eyes say, “I’m doing this, but I don’t know why.”
  • In performance reviews, the word “I’m fine” becomes a protective wall.

When these signals are not recognised, organisations may one morning face an unexpected resignation. Quiet quitting is not a written notice; it is a delayed alarm.

Is It Possible to Reverse This Process?

Absolutely. When the psychological contract is broken, the solution is not to “boost motivation”, but to rebuild trust.

Trust can be restored through three core actions:

a) Being Heard

For many employees, the greatest frustration is the feeling of not being heard.
Even the sense that a manager is only pretending to listen can damage trust.

Genuine listening helps employees feel reconnected to the relationship.

b) Transparency

Sometimes organisations simply cannot offer certain things — promotions, pay rises, or project approvals.
Yet even hearing the sentence “We can’t do this because…” brings relief.
Uncertainty exhausts; clarity heals.

c) Realistic Improvement Steps

Most employees do not expect miracles. However, small but consistent actions — such as rebalancing workload, creating a development plan, or adopting a new managerial approach — can reverse the process.

At this stage, external expert support, leadership coaching, organisational analysis, and employee experience initiatives can make a significant difference.

Quiet Quitting Is Not a Threat — It Is an Indicator

Quiet quitting does not mean employees have “stopped working”; it means they are “protecting themselves”. For organisations, this is extremely valuable information. When quiet quitting becomes widespread, it indicates:

  • Feedback mechanisms are not functioning effectively,
  • There is a gap in manager–employee relationships,
  • Large parts of the psychological contract have eroded,
  • Organisational culture needs renewal.

Viewed this way, quiet quitting acts as an early warning system for organisations.

The Approach That Strengthens Employee Experience: Managing Trust

In today’s business world, one of the greatest competitive advantages organisations can have is a culture of trust. When trust is built:

  • Employee engagement increases.
  • Quiet quitting decreases.
  • Performance improves.
  • Teams become more creative.
  • Recruitment processes accelerate.

And most importantly, employees feel valued — which changes the very atmosphere of the organisation.

At this point, redesigning organisational processes, strengthening leadership capabilities, tracking employee experience through data, and embracing transparent communication all play a critical role.

Mini Awareness Checklist: Is the Psychological Contract Intact?

Organisations can ask themselves the following questions:

  • Do employees feel heard?
  • Are promises realistic and consistently followed up?
  • Do managers provide regular, high-quality feedback?
  • Is workload distributed fairly?
  • Are development plans actively progressing?
  • Is the culture built on trust and openness?
  • Are employee contributions genuinely recognised?

As long as the answers to these questions are “yes”, the door to quiet quitting closes — and the door to engagement opens.Quiet quitting, which begins when the psychological contract is broken, is not a loss for organisations; it is a call to awareness. With the right communication, effective leadership, and thoughtful employee experience design, a silenced working life can be re-energised.

Strategic Loyalty Programs Against High Turnover

Picture this office: It’s Monday morning and three team members are cutting a cake to celebrate new job offers. By Wednesday, someone announces, “I need to step back and think for a while.” By Friday, half the desks are empty.

For many companies, this isn’t just a scenario—it’s reality. In HR literature, it’s called high employee turnover. For organizations, it’s a costly and persistent challenge.

So, how can we change this picture?

Loyalty = A Powerful Word, But Not a Magic Wand

Let’s begin with some hard facts (sources: Gallup, Deloitte, and local HR reports in Turkey):

  • Globally, 51% of employees are either actively looking for a job or open to new opportunities.
  • In Turkey, private sector turnover rates can reach up to 30%.
  • The cost of losing one employee typically equals 1.5 to 2 times their annual salary.

In other words, loyalty is not just a “romantic” concept—it is a serious financial strategy.

Case Study 1: Is a Bonus Enough?

A manufacturing company attempted to tackle high turnover with extra bonuses. The first month, everyone was happy. By the second month, a competitor offered slightly higher bonuses—and half the workforce left.

Takeaway: Loyalty cannot be secured through financial incentives alone. Loyalty begins in the heart, not the wallet.

Case Study 2: The Power of Belonging

A technology firm designed a loyalty program not around perks, but around a sense of belonging.

  • New hires were paired with mentors through a “buddy system.”
  • Training and development were personalized according to individual career paths.
  • Employees were given active roles in social responsibility initiatives.

Result: In three years, turnover dropped from 28% to 12%. Employees began to see themselves not just as workers, but as part of a shared story.

What Makes a Strategic Loyalty Program?

The keyword here is strategy. Loyalty programs are not random bonuses, holiday parties, or once-a-year team-building events.

An effective program:

  1. Is data-driven. It listens, measures, and analyzes what employees truly need.
  2. Addresses diverse needs. Younger employees may seek growth, while experienced ones value flexibility.
  3. Builds a long-term culture. One-off solutions rarely create sustainable loyalty.

Three Keys to Employee Loyalty

  1. Recognition and Appreciation
    The greatest motivator is the feeling that one’s work is valued. Sometimes, a genuine “Great job!” can be as powerful as a raise.
  2. Development Opportunities
    Employees who feel their careers are stagnant will look elsewhere. Training programs, coaching, and mentoring feed loyalty.
  3. Flexibility and Wellbeing
    Post-pandemic, expectations have shifted. Flexible hours, hybrid models, and wellness initiatives directly influence retention.

But here’s the catch: companies often confuse “engagement” with “loyalty.” For example, adding a foosball table to the office doesn’t guarantee people will stay. Employees might play for five minutes—then check LinkedIn for new opportunities.

In short: Cool office décor doesn’t create loyalty. Feeling genuinely valued does.

The Right Questions to Ask

If your company struggles with high turnover, perhaps it’s time to ask:

  • Do my employees truly feel heard?
  • Do they have emotional reasons—not just financial ones—to stay?
  • Does our culture provide a foundation that fosters loyalty?

The answers to these questions are the foundation of a strategic loyalty program.

A Note for the Future: Loyalty Is Never One-Sided

Let’s remember: loyalty is not a one-way street. While companies expect commitment from employees, they must also demonstrate commitment in return. When the message is, “We trust you, and you can trust us,” loyalty becomes sustainable.

That is why loyalty programs are not just about retaining employees—they are also about strengthening corporate identity. Loyalty creates a chain of trust:

  • Loyal employees → higher customer satisfaction → stronger brand reputation → long-term success.

The Art of Creating Loyalty

High turnover is one of today’s greatest challenges for businesses. But well-designed strategic loyalty programs can turn this challenge into an advantage. Because loyalty is not about “closing the exit door,” but about creating a feeling that “it’s worth staying.”

And here’s the beauty: this art only works when it is not confined to management decisions alone but becomes a shared effort across the entire corporate culture.

How Corporate Social Responsibility Shapes Corporate Identity

A company is not defined solely by its products, services, or logo. What truly defines it are its values. And those values become most visible through its approach to social responsibility.

Think of corporate culture as a showcase: success stories, technological investments, or innovative solutions may shine at the front. But if behind the glass there is no genuine commitment to people, society, or the environment, that showcase quickly begins to look empty.

Social Responsibility: Not a Side Project, but Part of the Identity

Many companies still treat social responsibility as an “extra” activity—an occasional donation, a few tree-planting events, or limited volunteer work. While valuable, these should not be separate from corporate identity.

True responsibility gains meaning when it is woven into the company’s very DNA. Trust is built when what a brand says and what it does are aligned.

In short: social responsibility creates lasting impact only when it shifts from being a “PR tool” to becoming “the essence of who we are.”

What Does It Mean for Employees?

Today, employees don’t commit to a company solely for salary or benefits. They want to work where they can share their values.

Imagine a company that encourages its people to plant trees, join community initiatives, or volunteer for meaningful causes. Employees in such an environment aren’t just doing their jobs—they are becoming part of a purpose.

Research supports this: employees who engage in social responsibility projects report significantly higher job satisfaction and loyalty. Why? Because people want to be not only “producers” but also contributors of value in the workplace.

What Does It Mean for Customers?

Consumer behavior is now far more conscious. People don’t look only at price or quality; they also care about how a company treats society, the environment, and its own employees.

Even when choosing a coffee chain, customers may ask: Are the cups recyclable? Are farmers paid fairly?

In other words, customers are not just buying a product—they are buying the values behind it. Corporate responsibility directly shapes brand trust and customer loyalty.

What Does It Mean for Society?

Companies are not only economic actors—they are also social actors. Opening a factory provides jobs, yes—but it also affects the local ecosystem, education, and cultural life.

Businesses that serve society build not only today but also tomorrow. In this sense, social responsibility is a legacy for the future.

Social Responsibility = Strategy + Authenticity

Two elements are critical here: strategy and authenticity.

  • Strategy: Responsibility efforts must align with business goals. For example, a company focused on education might create scholarship programs, while an environmentally focused company might launch recycling initiatives. Random projects have limited impact; identity-driven initiatives matter most.
  • Authenticity: People know when a brand is genuine. Projects done only for visibility may earn short-term applause but risk long-term trust.

In short, strategy sets the course, while authenticity gives the journey meaning.

The Power Reflected in Corporate Identity

Social responsibility is where outward image meets inward culture.

  • Externally: It signals, “This brand creates value for society.”
  • Internally: It inspires the feeling, “I am part of this story.”

This unity strengthens corporate identity. A logo is no longer just a design—it becomes a symbol of values.

Social responsibility is not a side activity; it is the heart of corporate identity. It motivates employees, builds trust with customers, and leaves a positive mark on society. It is not defined by one-day events, but by the small, consistent actions taken every day.

Planting a tree, providing a scholarship, supporting a volunteer effort… these may seem small, but their impact is profound. Because corporate identity is not written in words alone—it is written in actions.

Perhaps the most important question companies should ask themselves today is this:
“Does our corporate identity live only in our logo—or in the legacy we leave for society?”

If the answer is the latter, you are on the right path.

Sustainability Isn’t Just About the Environment: How Are You Strengthening Your Human Capital?

“The new generation of corporate resilience starts not only with respect for nature but also with preventing employee burnout.”

When we hear the word sustainability, most of us still immediately think of the environment—recyclable packaging, carbon footprint reduction strategies, renewable energy investments. And while all of these are incredibly important, the future of business is not shaped solely by planting trees or banning plastic.

True organizational sustainability isn’t just environmental—it relies on human resilience. A workforce that doesn’t burn out. A team with lasting motivation. A company culture that emotionally supports its people. This is where real longevity begins.

Corporate Resilience Begins Not with Nature—But with a Mirror

Corporate resilience is often associated with disaster recovery plans, financial crisis strategies, or emergency preparedness. But these models mostly look outward. The truth is, major breakdowns often originate inside an organization.

High stress levels, low engagement, and near-burnout conditions among employees can crack even the strongest walls. Because at the end of the day, organizations are only as strong as the people within them.

So, what can be done?

A New Generation of Sustainability: Putting People at the Center

Like the environment, people also require care, attention, and adaptability to thrive. This is where the concept of human sustainability comes into play. But what does that really mean?

  • Organizational structures designed to prevent burnout
  • Leadership styles that support intrinsic motivation
  • HR policies that prioritize potential—not just past performance
  • Employers who invest in emotional well-being
  • Work models that value people as much as time

Sustainable human capital isn’t just about headcount—it’s about capacity for growth, level of engagement, and the energy people bring into the organization. Otherwise, even the brightest talent can fade away like drained batteries.

How Can You Foster Sustainable Human Capital?

  1. Start with the Right Match:
    Recruitment is not just about filling roles—it’s about building long-term alignment. Candidates whose values and potential align with your culture are the first step toward sustainability.
  2. Nurture Through Learning:
    Employees who aren’t given opportunities to grow will eventually stagnate. Continuous learning and development build the foundation of corporate resilience.
  3. Keep Communication Transparent:
    Employees who feel unheard will eventually disconnect. A culture of participation must be reflected not only in meetings but also in everyday interactions.
  4. Don’t Ignore Emotional Resilience:
    Psychological well-being is no longer just a personal responsibility—it’s a corporate necessity. Disconnected teams don’t create high-performing results.

AVD’s Perspective: Strong People Build Strong Companies

Human sustainability isn’t just a trend—it’s a strategic imperative. At AVD Consultancy, we support organizations in building resilient human capital through recruitment, onboarding, disability employment, outsourcing, training programs, and performance development initiatives.

Our mission is to help companies build systems that not only work for today—but are ready for tomorrow.

Truly resilient organizations are built not just with emergency plans, but with empowered, supported, and engaged people. Just as plants wither without water, people disengage without attention.
The way we nurture the environment should be mirrored in how we care for life within our organizations.If you’re looking to build a more sustainable and resilient organizational culture, let’s connect.
Just like our motto #FeedForward, we believe in feeding the future—together.

The Power of Employee Training: Unlocking Potential, Elevating Performance

Behind every thriving business is a group of people, and their growth defines the company’s success. Imagine a workplace where every individual feels empowered, confident, and valued—where employees are not just clocking in but are genuinely invested in the work they do. The secret to creating this environment? Training.

Employee training isn’t just about ticking boxes or following protocol. It’s about transforming lives, careers, and ultimately, the business itself. Here’s how investing in your people throtraining can make all the difference, not just in their performance but in the very heartbeat of your company.

Unleashing Potential: Performance Beyond Expectations

Every employee has untapped potential. With the right training, this potential can be unlocked, allowing individuals to not only meet expectations but exceed them. When employees feel confident in their skills, they tackle their tasks with energy and precision. They know how to navigate challenges and find solutions without hesitation. This isn’t just about getting the job done—it’s about doing it with passion and excellence.

Imagine the energy in a room after a team has just completed a training session. There’s a buzz of excitement, a shared sense of achievement, and an eagerness to apply what they’ve learned. They now have the tools to work faster, smarter, and with greater impact. It’s like watching someone who once doubted their abilities suddenly realize they can fly.

Quality Work: When Pride and Precision Meet

When employees are well-trained, they take pride in their work. They aren’t just completing tasks; they are crafting something they can be proud of. Whether it’s delivering a flawless client presentation or ensuring precision in a technical process, trained employees know the importance of quality.

Think about that moment when a team member finishes a project, knowing they’ve nailed it—every detail in place, every standard met. That sense of accomplishment radiates. It’s not just work; it’s personal. And that’s what training does—it gives people the knowledge and confidence to own their work, to care deeply about its outcome.

A Boost in Confidence: Engaged and Motivated Employees

Training isn’t just about learning skills—it’s about feeling seen, valued, and invested in. When companies prioritize training, employees feel they matter. It’s a powerful message: We believe in you. We’re here to help you grow. And that message changes everything.

Employees who feel supported are more engaged, more motivated, and more likely to go the extra mile. They don’t just work for the paycheck—they work because they care. They care about their growth, their contributions, and the success of the team. The result? A vibrant, collaborative work environment where everyone thrives together.

Adaptability and Innovation: Empowering People to Lead Change

The world is constantly changing, and so are the demands of the workplace. In this dynamic environment, training empowers employees to stay ahead of the curve. When employees are equipped with the latest knowledge and skills, they can confidently navigate change and even lead it.

But it goes beyond simply keeping up. Training fosters innovation. Employees who feel confident in their abilities are more likely to think creatively, challenge the status quo, and push the business forward. They don’t just adapt to change—they drive it.

A Human Connection: Building Loyalty and Reducing Turnover

There’s something profoundly human about training. It’s a form of connection, a way of saying, “We’re in this together.” When employees feel that their company is truly invested in their growth, they respond with loyalty and commitment.

Training can be the difference between an employee staying engaged and motivated for the long haul or feeling stagnant and searching for opportunities elsewhere. It’s about nurturing a relationship built on mutual trust and respect, creating an environment where employees feel proud to contribute and be part of something bigger than themselves.

Training: The Gift that Keeps on Giving

It’s easy to think of training as an expense. But in reality, it’s one of the most valuable investments a company can make. Trained employees make fewer mistakes, require less supervision, and perform with a level of confidence that radiates through their work. And let’s not forget the long-term impact—well-trained employees become the backbone of a company’s growth.

Companies that prioritize training don’t just see a boost in productivity—they see happier employees, improved morale, and a workplace culture that people want to be part of. They see innovation, adaptability, and long-term success. In short, they see a thriving, resilient organization that can weather any storm.

A Future Full of Possibilities

Training is more than a checkbox. It’s a pathway to empowerment, growth, and transformation. It’s the fuel that lights up passion and purpose within every employee. It’s the difference between a job done and a job done well—with pride, precision, and heart.

As a Human Resources consultancy firm, we’ve witnessed the ripple effect that well-executed training programs have on employees and businesses alike. When you invest in your people, you’re investing in a brighter future for your entire organization. Training isn’t just about today—it’s about building a company where employees are not just surviving, but truly thriving.

So, let’s create workplaces where every employee feels empowered, engaged, and excited about the work they do. Let’s prioritize training and watch as it transforms not just performance and quality, but the very spirit of the company itself. But how? How can we create a workplace where every employee feels great? 

Empowering employees is about much more than handing them a set of tasks to complete. It’s about giving them the autonomy, trust, and resources they need to take ownership of their roles, make decisions, and drive the business forward. Building an empowering workplace culture requires intentional effort, where every team member feels their contributions matter and their potential is recognized. So, how do you create such an environment? Here are some key strategies.

Foster Open Communication and Transparency

One of the foundational elements of empowerment is open, honest communication. Employees need to feel comfortable sharing their ideas, concerns, and feedback without fear of judgment or retaliation. Leaders can promote this by creating platforms for regular dialogue, whether through open-door policies, anonymous feedback channels, or frequent team meetings where everyone’s input is encouraged.

Transparency is equally important. Employees need to understand the “why” behind decisions. When they are given the context—such as the company’s vision, goals, and challenges—they feel more connected to the broader mission. This transparency builds trust and allows employees to see how their individual efforts contribute to the organization’s success.

Provide Continuous Learning and Development Opportunities

Empowered employees are those who feel confident in their skills and knowledge. But confidence doesn’t come from stagnation—it comes from growth. Companies that prioritize continuous learning and development foster a culture where employees are not just doing their jobs, but constantly learning new things, sharpening their skills, and preparing for future challenges.

Offering regular training programs, mentoring, and opportunities to attend industry conferences or workshops shows that you believe in your employees’ potential and are willing to invest in their growth. Additionally, offering a mix of both technical training and soft skills development—such as leadership, communication, and problem-solving—helps employees grow holistically, positioning them to take on greater responsibility and contribute at higher levels.

Encourage Autonomy and Decision-Making

Micromanagement is the enemy of empowerment. Employees who feel they are being constantly monitored or second-guessed lose motivation and confidence. Instead, companies should focus on giving employees the autonomy to make decisions within their roles. This doesn’t mean leaving them unsupported—it’s about striking a balance between guidance and freedom.

When employees are trusted to make decisions, they take ownership of their work and feel more invested in the outcome. Leaders can support this by delegating meaningful responsibilities, providing the necessary tools, and encouraging employees to take calculated risks. Even if mistakes are made, they become opportunities for learning rather than punitive moments, reinforcing a culture of growth and resilience.

Recognize and Celebrate Contributions

Nothing feels more empowering than knowing your efforts are noticed and appreciated. Recognition, whether in the form of a simple thank-you or a more formal reward, reinforces positive behaviors and makes employees feel valued. A culture of recognition creates a sense of belonging and pride, motivating employees to continue performing at their best.

Recognition doesn’t always need to be monetary—though financial rewards can be powerful motivators. Publicly acknowledging employees in meetings, spotlighting their achievements in internal newsletters, or even offering flexible work schedules as a form of recognition for high performance can go a long way in making employees feel appreciated.

Promote Work-Life Balance and Wellbeing

Empowerment also comes from knowing that your well-being is a priority. A healthy work-life balance is crucial for employees to feel empowered in both their personal and professional lives. Overworked and burnt-out employees cannot perform at their best, no matter how much training or recognition they receive. By promoting policies that support work-life balance—such as flexible hours, remote working options, and mental health days—companies show that they care about their employees as individuals, not just as workers.

Offering wellness programs, encouraging breaks, and fostering a supportive environment where people feel safe to take time off when needed are all part of creating a culture where employees feel empowered to manage their own well-being.

Create a Culture of Inclusivity and Belonging

Finally, empowerment thrives in an environment where diversity and inclusivity are valued. Employees who feel seen and respected for their unique perspectives are more likely to bring their authentic selves to work, which leads to greater creativity and innovation. Companies should prioritize building diverse teams and ensure that every employee, regardless of their background, feels they belong.

This can be achieved through inclusive hiring practices, offering diversity training, and ensuring that voices from all levels and backgrounds are heard in decision-making processes. Empowering workplaces recognize that true strength lies in the variety of experiences and ideas that each employee brings to the table.

Empowerment is a Journey

Creating a workplace where every employee feels empowered doesn’t happen overnight—it’s a continuous process of listening, learning, and evolving. Companies that commit to this journey will not only see a more engaged and motivated workforce but also higher levels of performance, creativity, and loyalty. When employees feel empowered, they don’t just show up for work—they show up to make a difference. And that’s when organizations truly thrive.