Many managers try to steer clear of conflict, especially during stressful times like performance reviews. Rather than addressing both strengths and areas for improvement, some focus only on the positives to avoid uncomfortable conversations. This can create problems later when a new manager steps in and must confront performance issues that were previously overlooked. It’s not uncommon to hear employees say, “My last manager thought I was doing great – why am I being told something different now?” The reality is that every manager brings their own expectations and communication style, and avoiding difficult conversations only makes those differences more pronounced.
When handled properly, a performance review can support the termination process for an employee who hasn’t shown improvement. Yet many managers still struggle with conducting terminations and often prefer to have HR handle them. The reality is that HR’s role is to guide and advise, not to take over the process. The question then becomes, how effective is HR at providing that guidance? In many cases, the answer may be less than ideal.
A survey from Preply, a language tutor platform, surveyed both managers and employees on the termination process. It found that 92% of Americans believe managers would benefit from more language training on how to terminate someone, and employees and managers think providing better explanations for terminations could help improve the process. Further, 55% of managers who have terminated someone stated they believe that they have not received training on how to navigate the process well. As a result, one in six managers said they regretted the language they used when terminating someone. Some 65% of Americans who have been fired also believe their manager handled the situation poorly.
To avoid this situation, managers are reverting back to the let’s dump on the employee method to get them to quit or “quiet firing.” Essentially, managers make the workplace so unbearable, employees want to quit. In a 2025 HRTech survey of over 1,000 U.S. managers, 53% admit to using quiet firing tactics. A 2022 LinkedIn survey found that nearly half of 20,000 respondents had experienced it in the workplace.
In effect, quiet firing plays on the fears and insecurities of employees by ignoring the employees, not inviting them to team meetings, etc. The employees feel the slights and magnify them greatly. They dump on the employees and give no feedback on the work performed, or the opposite. Managers take away roles and duties and diminish the work of the employee. Again, no feedback. Managers will give employees work that would be considered “beneath” them.
There appears to be two primary reasons quiet firings occur, and again this is nothing new but gaining ground today. First, managers are not trained how to be managers, and they work the avoidance angle. Second, employers may not want to terminate with severance (using layoffs because no documentation) and also payout unemployment.
There may be more reasons specific to the situation or the employer, but quiet firing has a really bad impact on the employer brand. First, the situation is likely to be posted on various websites like Glassdoor, where potential employees who do due diligence could see. The employee could complain to others, like when they are grocery shopping, and who knows who overhears. But more importantly, employees could see this situation as something that could happen to them, and the exodus begins.
Unfortunately, a number of reasons could stop HR and the manager from doing the right thing. If it is an employer cultural issue, HR needs to work with senior leadership, if possible, to change the culture. A gradual shift is fine. If HR doesn’t feel strong enough or has a problematic manager to coach to ensure the difficult conversations are held, training is another avenue that can be taken.
Quiet firing is not new, but its ugly head is arising again with greater vehemence.
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Source: HR Director 10/24/25, USAToday 8/125/25, Forbes 4/5/24