If employees are checking out, it’s time to spark their ambition with new growth opportunities – Jessica Kriegel explains
In a bustling midsize marketing firm in London, Alex, a high-performing project manager, began declining new assignments. Colleagues whispered about “quiet quitting,” but Alex had a different story. “I’m not disengaged,” Alex shared in a candid chat with HR. “I feel stuck. I want to grow, but there’s no path forward here.”
76% of Gen Z employees believe learning is the key to a fulfilling career
This narrative highlights a rising trend: employees aren’t necessarily disengaging – they’re quietly yearning for opportunities to learn, develop and grow.
The quiet shift towards learning
The term “quiet quitting” has dominated headlines, implying a lack of commitment to the workplace. However, a closer look reveals that many employees are disengaged not because they want to do less but because their potential for growth feels capped. Enter the concept of “quiet learning” – a proactive yet unspoken pursuit of development opportunities, often independent of formal corporate initiatives.
A recent study by LinkedIn’s Workplace Learning Report found that 76% of Gen Z employees believe learning is the key to a fulfilling career. Yet, many organisations still treat learning and development as a tick-box exercise rather than a strategic driver of engagement and innovation.
Reigniting motivation through purposeful L&D
To foster a culture of quiet learning, organisations must reimagine their approach to leadership and development. Here’s how:
- Focus on leadership accountability
Leadership accountability plays a pivotal role in shaping a culture of growth. Leaders who model continuous learning inspire their teams to follow suit.
Actionable insight: Introduce coaching initiatives where leaders regularly mentor team members, not just on job-related tasks but on career aspirations.
- Emphasise skills over roles
It’s becoming increasingly clear that employees crave skill-building opportunities that transcend their current roles. By focusing on transferable skills, such as critical thinking, emotional intelligence and adaptability, organisations future-proof their workforce.
Case in point: Unilever’s internal platform allows employees to explore project-based learning opportunities outside their immediate roles, leading to higher retention and job satisfaction.
- Build development into the workflow
Traditional training programmes often feel disconnected from daily work. Embedding learning into everyday tasks – through microlearning modules, gamification or collaborative peer learning – bridges this gap.
Example: The UK-based software firm Sage has integrated learning tools into its work management systems, enabling employees to access bite-sized learning materials without leaving their workflow.
- Link learning to organisational purpose
When employees understand how their growth aligns with the company’s larger mission, their motivation soars. Purpose-driven workplaces aren’t just buzzwords – they’re a key to unlocking discretionary effort.
Insight: Make learning programmes part of broader organisational narratives, showing employees how their development contributes to long-term goals.
Quiet learning as a retention strategy
In England, where hybrid and remote work have become the norm, L&D professionals face unique challenges in keeping employees connected. Quiet learning provides a solution. It creates opportunities for remote employees to upskill at their own pace while staying aligned with organisational objectives.
Metrics such as time-to-productivity and internal mobility rates can help measure the success of these programmes, ensuring that L&D efforts directly impact organisational goals.
Quiet learning – the antidote to disengagement
Alex’s story isn’t unique, but it underscores an important truth: disengaged employees may not need stricter performance reviews or punitive measures. They need opportunities to grow.
By rethinking L&D strategies, focusing on accountability-driven leadership, and aligning development with purpose, organisations can transform quiet quitting into quiet learning. In doing so, they don’t just reignite employee motivation – they future-proof their workforce for years to come.
Dr Jessica Kriegel is Chief Strategy Officer at Culture Partners
