Introduction
"I feel like my colleague's work attitude has changed recently"...you know that feeling, right? Actually, there's a rapidly evolving problem in Japanese workplaces. And that is...A quiet retirement" is the phrase.
A 2025 survey indicated that one in four Japanese people feel they are working in a workplace with "quiet retirees." This is not something that only happens to others; it could affect your workplace as well.
This article explains why silent retirements are increasing, how to prevent them, and provides practical knowledge that can lead to action, by introducing serious measures taken by pioneering companies in Japan.
To prevent quiet retirement, "small successes" are key.
Quiet departures are a problem that impacts employee job satisfaction and motivation. However, the important point is not simply "how to increase motivation," but rather "how to improve performance (work results)."
Research in business administration has shown us the following:
- Improved performance leads to increased job satisfaction.
- High job satisfaction leads to increased motivation and engagement.
In other words, instead of immediately urging them to "try harder!", it's important to first support them in achieving small successes.
Professor Takuto Shishido of Musashino University points out the following:
"Instead of companies haphazardly trying to improve motivation and engagement, they should first aim to improve performance by supporting employees' small successes."
It is said that in Japan, compared to Western countries, the job responsibilities of each employee are often not clearly defined. As a result, when an employee quietly leaves the company, the burden tends to fall on the surrounding employees.
A survey by Recruit Management Solutions revealed that one in four people perceive the presence of "quiet departures" in their workplace. Furthermore, the survey also revealed that a significant number of people in workplaces where "quiet departures" occur feel they have suffered disadvantages.
This isn't just a matter of numbers; it's a crucial factor that will influence how you work.
Practical know-how learned from successful corporate case studies
1. ORB (Orex): Kaizen activities through "working"
ORB prioritizes in-house talent management and is known for the high productivity of employees it has nurtured since graduating. Nevertheless, a certain number of employees still quietly leave the company after joining.
This is where the improvement activity called "working" comes in:
- Employees who identify a problem are free to form groups that transcend organizational boundaries.
- Quiet departures of employees can be a clue to revitalizing the company.
- "We have many employees who are helpful in a good way, and as they openly share their stories, including their failures, even employees who were quietly considering leaving the company gain valuable insights."
President Noboru Tachibana said:
"By accumulating small successes like that, your motivation will increase."
This demonstrates that the "nosy" people within a company are actually indispensable for revitalizing the organization. Sharing stories of failures allows for mutual inspiration and contributes to recovery from quiet departures.
2. Otsuka Shokai: Measures to improve productivity through systems
At Otsuka Shokai, the key lies in their proprietary system, "Sales Process Reengineering (SPR)," which integrates customer management and sales support:
- It includes a feature that suggests the sales representatives the destinations they should visit that day.
- Starting in January 2025, we made it possible to show templates of how top-performing employees use the system.
- Employees who are struggling to achieve results and are on the verge of quietly leaving can use templates to help them think and act in the same way as top performers.
President Yuji Otsuka has come to realize this:
"When employees achieve results, it motivates them. I've come to realize that this, in turn, helps prevent quiet employee turnover."
This system is particularly effective in professions where results can be clearly measured, such as sales. It is supported by the idea of learning from and imitating the successful patterns of colleagues.
3. Morinaga & Co., Ltd.: Initiatives for Career Autonomy
Seiji Kobayashi, Manager of the Human Resources Development Group in the Human Resources Department at Morinaga & Co., Ltd., said the following:
"We don't believe that quiet departures are a problem within the company. However, we are aware that some employees have a gap between their expectations (regarding their careers) and the current situation."
Based on this understanding, the company is implementing the following measures:
- Review of the evaluation system
- We will also take measures tailored to different generations (e.g., providing lectures and e-learning on career development for younger employees).
- Interactive career workshop for middle management employees
- "Unlearning training" for senior employees
- The company's top management speaks on the company intranet, "CO-MORI CAMPUS," introducing the activities and research of each department.
Morinaga & Co.'s initiative demonstrates that "promoting career autonomy" can be a way to prevent quiet employee turnover. Creating an environment that meets employees' career expectations can prevent quiet departures.
Workplace realities revealed through data
Key points from Recruit Management Solutions' "2025 Survey of Workers' True Feelings"
- One in four people feel the presence of "quiet retirees" in the workplace.
- In workplaces where someone has quietly resigned, a significant number of people feel they have suffered a disadvantage.
- Knowing that one's colleagues or superiors have "quietly retired" makes a 6.07-point difference in subjective well-being.
These data are not just numbers; they are important indicators that directly impact the quality of your work.
How data can change our "sense of work"
- Being sensitive to changes around you → Early detection of signs that a colleague's work attitude or motivation is declining.
- Be proactive in improving the work environment → Make an effort to offer suggestions and support proactively.
- Increase your interest in your career → Develop your own personal growth plan
If you can activate these senses, you will be less affected by the effects of a quiet retirement.
Summary: Small successes are what change the future.
Now that you've read this far, you should understand the essence of the issue of quiet retirement. However, what's truly important is not just knowledge, but translating that knowledge into action.
Quiet departures are a problem that can be prevented by supporting employees' "small successes." In that sense, your step can shape the future of your workplace.
Improving performance is the key to increasing motivation.
There's no need to rush into saying, "I need to work harder!" Start by finding small successes. Don't get angry if a colleague makes a mistake; instead, work together to find a solution.
Career autonomy is the key to quietly preventing employee turnover.
Let's create an environment that meets employees' career expectations. Specific measures are needed, such as improving evaluation systems and providing training. However, the most important thing is that "you yourself" are seriously thinking about your career.
Protecting overall workplace performance
Each individual's small success increases overall productivity. Supporting you in recovering from a quiet departure creates a positive cycle throughout the workplace. This isn't just about helping someone; it's a crucial act for keeping the organization healthy.
The phenomenon of quiet retirement can be said to be the result of a complex interplay of human psychology and organizational structure. That is why, in order to prevent it, it is important to find and support people's "small happiness."
Your next step can change the future of your workplace. Believe in that and start building small successes today. That's the path to quietly preventing employee turnover.
