What happens when you are still employed on paper, but no longer included in meetings, projects or decisions? Across private-sector workplaces in India, a growing number of professionals describe being pushed out without ever being fired — a phenomenon now known as quiet firing.
Unlike formal layoffs or structured performance management, quiet firing operates through exclusion. Employees are denied meaningful work, feedback dries up, responsibilities are quietly reassigned, and career progression comes to a halt. There is no warning letter, no improvement plan, and no official acknowledgment that anything is wrong.
Experts say this makes quiet firing particularly dangerous. Legally, it is hard to challenge because the employee technically resigns on their own. Psychologically, it can be more damaging than an outright termination. The ambiguity fuels self-doubt, anxiety and isolation, with many employees questioning their own competence rather than the organisation’s intent.
The problem is compounded by the lack of legal protection for white-collar workers in India. Proving coercion requires extensive documentation and resources, something most professionals simply do not have. As a result, silence becomes a convenient tool for managers who wish to avoid confrontation, compliance, or severance obligations.
HR leaders warn that while quiet firing may seem easier in the short term, it erodes trust and psychological safety across organisations. Younger professionals, especially Gen Z, are increasingly sensitive to such practices and view them as misaligned with modern values of transparency and fairness.
As conversations around mental health, ethical leadership and workplace accountability grow louder, quiet firing is losing its invisibility. What once passed as managerial discretion is now being questioned as a harmful and unethical practice — forcing organisations to decide whether convenience is worth the cost to credibility, culture and people.
