Today’s workforce is fed up, with employees either feigning productivity or exiting in grand protest. “Task masking” is the latest trend where employees, particularly Gen Z, deliberately appear busy without meaningful output, while “revenge quitting” sees workers resigning as a final act of defiance against toxic work cultures. Both behaviors stem from the same root issue: a fundamental disconnect between leadership expectations and the employee experience.
HR professionals are in a unique position to intervene before disengagement turns into a retention crisis. If employees are faking work or planning an exit, leadership is missing the bigger picture. The solution is a fundamental shift in how companies define productivity, engage their employees, and build trust. Here are six HR fixes for tackling employee disengagement at the source.
1. Stop Rewarding ‘Looking Busy’
Employees perform to what leadership prioritizes. If presenteeism, constant online activity, or even AI-monitored keystrokes are prioritized over actual contributions, workers will adjust accordingly. Moreover, an over-reliance on employee monitoring can create a culture of distrust, where employees focus on gaming the system rather than delivering meaningful results.
Shifting the focus from visibility to impact is key. Instead of tracking time spent online, organizations should measure outcomes, innovation, and problem-solving. Performance metrics must align with business objectives rather than surface-level activity. Training leaders to evaluate effectiveness over mere busyness will help establish a culture driven by trust, not micromanagement.
2. Employee Engagement Is a Leadership Mandate (Not Just an HR Initiative)
Engagement has to start at the top. When employees feel disconnected from leadership, they become disengaged from the company. Leaders must be visible, accessible, and actively involved in shaping workplace culture. Holding occasional town halls or sending corporate emails isn’t enough. Employees need real, two-way communication with leadership that makes them feel heard and valued.
Middle managers will play a crucial role here. If they don’t actively build relationships, provide meaningful feedback, and recognize early signs of disengagement, the organization is already losing its workforce. HR must train managers to act as engagement drivers rather than just task supervisors.
3. Recognize and Reward
Employees don’t stay where they feel invisible. Recognition is one of the simplest and most effective ways to improve engagement, yet many organizations fail to do it well. The truth is, a half-hearted “thank you” email or an occasional team shoutout isn’t enough to keep employees motivated.
Organizations should implement structured, consistent recognition programs that go beyond tenure-based rewards. Employees who go above and beyond in ways that align with company values should be publicly acknowledged in meaningful ways. But recognition alone isn’t enough. Compensation must match contributions. If employees feel underpaid, overworked, or undervalued, no amount of praise will make them stay. Ensuring pay, promotions, and bonuses reflect real performance is a critical first step.
4. Fix the Trust Problem (Before Employees Check Out)
Task masking and revenge quitting both stem from a fundamental lack of trust. Employees who feel micromanaged or monitored excessively will start prioritizing looking busy over doing meaningful work. On the other hand, if employees don’t trust leadership to support them, listen to their concerns, or provide career growth, they will disengage and eventually leave.
Micromanagement fuels disengagement. If employees believe they need to perform busyness to keep their jobs, leadership is creating the wrong incentives. Empowering teams to work autonomously and be accountable for results rather than hours worked fosters real productivity. At the same time, leadership must ensure employees see tangible changes when they raise concerns. If employees feel unheard, they won’t bother speaking up again—they’ll just start looking for the exit.
5. Address Toxicity Immediately
No retention strategy will succeed if employees don’t feel psychologically safe at work. Toxic managers, office politics, and a lack of accountability create environments where even the most dedicated employees eventually check out. Toxicity can also stem from unrealistic workloads, constant crisis-mode operations, or poor communication.
Organizations must take a zero-tolerance stance on toxic workplace behaviors at all levels, including leadership. Employees need clear, safe avenues to report concerns without fear of retaliation, and those concerns must be taken seriously. Cultural issues should be actively identified and eliminated before they escalate into mass disengagement and turnover.
6. Make Work Meaningful
Employees are far more likely to stay in jobs where they see a clear sense of purpose. Today’s workforce, especially younger generations, wants employers with strong values, clear missions, and opportunities for growth. Leadership must clearly communicate how each role contributes to the company’s broader mission. Employees should understand how their daily tasks impact overall business success. Offering career development opportunities, mentorship programs, and innovation-driven challenges will all ensure employees remain engaged.
A well-defined Employee Value Proposition (EVP) is also essential. Beyond competitive compensation, an EVP should highlight career development, work-life balance, and a healthy workplace culture. CSR (Corporate Social Responsibility) initiatives might also help connect employees to a greater purpose, making their work feel more meaningful.
The Real Issue Isn’t Laziness… It’s Leadership!
Disengagement, task masking, and revenge quitting aren’t signs of a lazy workforce. They’re symptoms of systemic leadership failures. Employees don’t want to fake work or quit out of frustration. If they are doing either, it means leadership hasn’t built an environment where they feel valued, trusted, or empowered. The organizations that will win the talent retention battle are those that create cultures of trust, recognition, and purpose.
SOURCES: Fortune, The Conversation, SHRM
