First, it was “quiet quitters” then it was “loud laborers.”

Now, American companies are dealing with another employee trend called “boreout.” 

The term describes a situation in which workers are bored, unengaged, and unfulfilled in their jobs. 

This trend is impacting workers, managers, and corporate America overall, according to job experts. 

Here’s how it’s doing that and what to know about this career concern (and how to address it if it applies to you).

“Boreout” is a phenomenon among employees defined as chronic boredom the experience that ones work is pointless, said Peggy Klaus, a communications and leadership expert with Klaus and Associates in Santa Fe, New Mexico. 

“The result is employee stress, lethargy, lower creativity and productivity, an increase in physical and mental health problems, high staff turnover, and early retirement,” Klaus told FOX Business.  

In the past, people who did the bare minimum at work were pegged as lazy, said Klaus. 

Today, that same situation is called “quiet quitting,” she said.

Klaus said she puts the two trends in the same category. 

The employees exhibiting “boreout” have spent the least amount of time in an organization and feel less emotionally connected and loyal to the company and colleagues. 

“I see boreout and quiet quitting as the same thing,” she said. 

“To the degree that an employee refuses to do any work outside of the job description, engage in meetings unless directly addressed or respond to phone messages or emails, among other infractions, that person is definitely exhibiting boreout,” Klaus said.

The demographic most impacted by the concept is male and in the age range of 18 to 35, Klaus said. 

A number of factors have contributed, she said. 

Theyve spent the least amount of time in an organization and feel less emotionally connected and loyal to the company and colleagues, she said.

They have an array of job options, as its been a buyers market of late, said Klaus.

“Boreout” is a highly contagious “virus” that spreads quickly and can infect the entire workplace. 

At this time in their lives, they are less encumbered by family responsibilities and so they are willing to take risks to change jobs, change cities, and even change countries, Klaus also noted.

“Boreout” is a highly contagious “virus” that spreads quickly and can infect the entire workplace, Klaus indicated. 

She said “boreout” definitely decreases productivity and a company’s bottom line. 

At this time in their lives, they are less encumbered by family responsibilities and so they are willing to take risks to change jobs, change cities, and change countries, Klaus also noted.

“Gallup estimated that low engagement is costing the global economy nearly $9 trillion,” Klaus added.

Communication is essential to combat “boreout,” job experts noted.

“When employees work toward a new goal and are given the tools to succeed, they can find renewed energy and excitement for their jobs.”

“Managers can turn things around and create a more engaging work atmosphere for the employee with open and transparent communication,” said Niki Jorgensen, managing director, client implementation with Insperity, who is based in Denver, Colorado.

Managers should address any concerns and work with the employee to determine a solution, she said.

“Solutions could be as simple as [giving] additional responsibility, creating a new reporting structure, or setting [new] goals for career development,” said Jorgensen. 

“When employees work toward a new goal and are given the tools to succeed, they can find renewed energy and excitement for their jobs.”

Klaus of Santa Fe shared advice for employees who recognize that “boreout” is all too familiar to them and understand they have a role to play in changing things.    

“Seek the advice of mentors, career counselors, or the human resources department if you think boreout is seriously affecting either your physical or mental health,” Klaus also said. 

Also, she said, recognize that “it may be time to change your career path toward something healthier for you.”

When managers and leadership have regular check-ins with employees, they can learn how to support teams and keep them engaged, Jorgensen indicated. 

“Through regular communication, managers can quickly identify any issues before they become a major hurdle for their team and the company,” she said.