Quiet quitting
Even though it’s called ‘Quiet quitting,’ it has nothing to do with quitting your job.
Quite quitting entails performing solely the duties required of the job. No longer doing any additional work. You still report to work, but scrupulously adhere to the standards of your position. So, no more assisting with extra duties or reviewing emails after hours. In other words, quiet quitting is not truly about quitting. It more closely resembles a concept of performing the bare minimum at work.
So, the question is “Does quiet quitting actually exist?”
Does Quiet Quitting Exist?
It is difficult to determine whether quiet quitting is a real occurrence or an internet fad. Quiet quitting is being discussed extensively on TikTok and in traditional media. Yet, it is difficult to assess how widespread this phenomenon is. One place to begin is by analyzing data from Gallup’s engagement polls. Employees are asked to indicate whether they are actively engaged, not engaged, or actively disengaged.
According to Gallup, quiet quitters share many characteristics with employees who are “not engaged”. Some may not be openly disengaged, but they are mentally separated from the workplace and are not performing to their full potential.
According to Gallup’s research, State of the Global Workforce 2022, only 21% of the worldwide workforce is engaged at work, while 19% are actively disengaged.
Those who are actively disengaged are more likely to talk about how unhappy they are and looking for a new job. However, that still leaves 60% of the world’s working population who could be “quitting quietly.”
The most prevalent reason for employees to begin quiet quitting is that they feel overworked and under compensated. But, the fact that they do not stay late at the office or answer to emails on the weekend does not indicate that they are not motivated and involved with their work.
It would be beneficial for the employer to discuss with their employee if symptoms of quiet quitting begins among team members. It might be time to reevaluate your management style. Individuals seek flexibility in their professions and are equally eager to prioritize family, travel, and hobbies. Given the following circumstances, people are more likely to quietly quit when:
⦁ Exhaustion at work
⦁ Poor communication
⦁ Undervalued at work
⦁ Being underpaid and overworked
⦁ Absence of a feeling of belonging
⦁ Lack of interest in work
In a workplace research conducted by HBR, more than 13,000 employees ranked 2,801 managers who “balance achieving objectives with care for others’ needs” and whose “work environment inspires employees to go above and beyond.” 62 percent of a manager’s staff is willing to put in extra effort, but only 3 percent are willing to quit without a word. Therefore, it is quite essential to understand the problem of quiet quitting and figure out the ways to combat it.
How to manage quite quitting
⦁ Celebrate and Recognize Achievements
Workers in any industry will suffer if they feel undervalued, and not get the acknowledgment for the positive impact they are having within the company. Individuals like to know that their labour has significance.
To prevent this, employee recognition should be frequent and intentional. Express real appreciation for every employee, beyond mere “employee of the month” awards.
According to a Gallup workplace poll, the following forms of acknowledgment are most popular with employees:
⦁ Public acknowledgment with a prize or certificate
⦁ Individual recognition from a client, peer, or supervisor
⦁ Promotion or other increase in responsibilities as a sign of confidence
⦁ Material incentives such as awards, trips, and pay raises
⦁ Good ratings and comments
Employees should create an environment where everyone feels at ease complimenting one another. This results in a positive feedback cycle of growing morale and further accolades.
⦁ Promote employee engagement
It is crucial to find out what employees are experiencing. Many organizations have not taken the steps to fully map the employee experience. One of the top reasons people quit their jobs is because of the toxic company culture, so it is essential to find out what employees are feeling.
⦁ Listen to your employees
Quiet quitting does not start softly. Employees frequently voice problems to management, who acknowledge them but do nothing to address them or openly disregard them. Members of a team who have the impression that their bosses are either unaware or indifferent to their issues may choose to take action by choosing inaction. Even worse, these workers start to lose faith in their managers and supervisors.
It can go a long way toward stopping members of your team from tuning out if you pay attention to what they have to say and validate their thoughts, feelings, and experiences. In the battle against the tactic of “quiet quitting,” empathy is a potent weapon. When employees believe that you comprehend them and have their best interests at heart, they are less likely to take matters into their own hands and disappear into the background of the office.
⦁ Respect Work-life balance
It is essential to maximize employee performance, but never at the price of their emotional health.
Unfortunately, only 11% of managers are concerned about employee burnout, making it one of the leading causes of quiet quitting. 63% of professionals consider work-life balance a key concern when searching for a new job, recognizing the need of a people-first approach. It must be a top priority if your firm wishes to eliminate quite quitting (and remain competitive in recruiting top talent).
Here are several ways to begin:
⦁ Establish rigid time limits for work hours
⦁ Define clearly what is an ‘after-hours’ emergency
⦁ Provide paid time off and encourage employees to use it
⦁ Intervene when supervisors force workers to overwork
⦁ Inform staff that you do not expect them to communicate outside of business hours.
Certain warning indications, such as absenteeism, bad mood and morale, and changes in work performance, may be unintentional or indicative of other difficulties, making it difficult to detect a quiet quitting. Yet, regardless of the source, it is usually a good idea to address mood or performance changes as well as worrying employee conduct.
Some employees view a quiet quitting as a step toward a good professional life. But, there is a distinction between work-life balance and quiet quitting, and the latter is not the best conclusion. The disconnection between employer and employee that occurs during a quiet quitting leaves the employee dissatisfied and unmotivated.
Relinquishing tasks and reclaiming time and autonomy may provide temporary respite, but the inability to accept new challenges can impede the growth of employees and harm their careers in the long run. There is a distinction between establishing limits and creating obstacles. Not to add, this mindset might lead to unsatisfied personnel. The employee may believe that this action is healthy and necessary, yet it is destructive to both the employer and the employee.
Employees are entitled to an appropriate working conditions, positive environment, the opportunity to be passionate about their professions, and still have a life outside of work. Leadership is responsible for fostering these conditions and addressing dysfunctions in the workplace so that people can achieve a good work-life balance without quiet quitting.
Finally, if you’d like to know more about how WorkCompass can help your organization. Please get in touch today and request a demo.
