The divide between employers and employees is an ongoing tug-of-war. In 2023, companies addressed “quiet quitting”—when an employee is chronically disengaged at work, doing the bare minimum of what’s required—with constant check-ins and long, drawn-out status meetings and micro-managing. None of these approaches worked. Instead, they revealed a disconnect between employers and employees on the standard of work expected. Employers responded with “quiet firing,” which became the precursor for the latest trend known as “stealth sackings”—a workplace practice gaining attention on social media.
Why ‘Stealth Sackings’ Is Bad For Company Culture
Joe Galvin, chief research officer at Vistage, gave me insights into why “stealth sackings” is a detrimental practice to company culture. “Stealth sacking” is the latest workplace buzzword gaining traction on social media, but the practice is nothing new,” Galvin told me. “This trending term describes companies discreetly reducing headcounts by targeting minor infractions, quietly pressuring employees to leave or reassigning them to roles designed to prompt departure, rather than initiating transparent layoffs.”
Before “stealth sackings” we saw other workplace trends that are symptomatic of the tug-of-war between businesses and their employees. “Weʼve seen ‘rage quitting’—where employees resort to quitting a job with dramatic flair and without warning, often taking the opportunity to voice their displeasure generally or pointedly at a boss (sometimes to gain social media fame),” says John Scott, head of learning design and strategy of MasterClass at Work. “Weʼve seen ‘rage applying’—where mounting frustration or even specific trigger events lead to employees applying to a bunch of jobs in rapid succession looking to land a new opportunity.”
“Stealth sackings” might not be a new phenomenon, but it’s a new moniker for a toxic workplace trend that’s been around for years. As tempers continue to boil over, business leaders are predicting that in 2025 “revenge quitting”—when an employee abruptly leaves a job in response to negative experiences such as lack of recognition, burnout or disengagement with workplace culture—will spike even more.
Galvin asserts that the “stealth sackings” approach of looking for excuses to sack an employee might seem like an easy way to avoid public scrutiny. However, he asserts that the reputational damage associated with mass layoffs, comes with significant risks that can undermine company culture and overall organizational health.
Galvin attributes the rise of “stealth sackings” to two factors. First companies may feel pressured to reduce costs quickly during economic uncertainty without attracting negative attention from investors, customers or potential hires. As companies try to rein in costs and restrict initiatives that do not help profits, workers are wary of being quietly laid off for seemingly minor violations.
Second, The stigma around layoffs can drive businesses to seek less noticeable methods to shrink their workforce. However, Galvin notes that these perceived short-term gains often come at a steep cost. The fallout? Low morale, reduced productivity and employees ending the year on edge. Galvin identifies five potential consequences from this harmful practice that creates a toxic workplace culture:
- Employees who feel their peers are being unfairly targeted or quietly dismissed may begin to fear they’re next.
- This suspicion can lead to widespread distrust in leadership and a decline in team cohesion.
- A workplace culture dominated by fear and uncertainty hinders innovation, collaboration and engagement—essential drivers of organizational success.
- Over time, these practices destroy the bond between employers and employees, negatively impacting morale, productivity and ultimately, the company’s bottom line.
- In today’s always-on, highly connected world in which platforms like LinkedIn and Glassdoor have weight with prospective employees and even clients, leaders must be mindful not to damage their reputation with what could be perceived as unfair or shady firing practices.
How Employers Can Address ‘Stealth Sackings’
Galvin believes that employers can mitigate this potentially harmful trend and turn the tug-of-war around. He believes that it starts with building trust by actively listening to employee concerns, encouraging collaborative goal-setting and recognizing contributions that employees make. “Retaining and nurturing existing talent is not only more cost-effective than frequent turnover but also integral to building a resilient, high-performing organization,” he points out.
To address the “stealth sackings” trend, Galvin suggests that employers prioritize transparency and foster a culture of open communication. “Leaders should proactively invest in employee development, mental health resources and supportive management practices that prioritize retention over churn,” he concludes.