Quiet Quitting
An old notion with a number of recent trends as a catalyst
The concept of quiet quitting and its various permutations has been referred to as everything from a “fake trend” by the Atlantic to a full out crisis by a number of organizations. A recent survey conducted by Gallup found that a minimum of 50% of current employees in the U.S. classified themselves in a group that is somewhat nebulously defined as conducting the bare minimum of work as specifically outlined in their job description or simply doing enough to stay under the radar and not be terminated. This is certainly not a novel concept, but are there new and unique undertones to this latest disposition that have been brought about by the events of the past few years?
Fallout from the pandemic and other relevant events
The aforementioned survey indicates that there are fairly distinct trends seen among current workers who are engaged in some form of performance minimization. The concentration of this approach tends to be applied more by those in the Generation Z and millennial cohorts who have been prompted to do so by the fallout from the Great Resignation and other associated factors of the past couple of years. The desire by many managers and corporate leaders to have employees back in the office has certainly created a great deal of tension due to the flexibility and an array of professional possibilities brought about by an extended period of working from home or in a remote fashion. As a result, many are refusing to immerse themselves in roles now often seen as outdated, unsatisfying, or outright deleterious.
– Extra insight regarding a Return to the Office.
Options for employers regarding quiet quitting
It seems fairly clear that a large percentage of the workforce has altered their approach to work-life balance since the pandemic began. Burnout, greater flexibility while working from home, a reevaluation of what is truly important with respect to one’s ultimate life goals, and simple satisfaction with an individual’s employer all are primary contributors. While being content with mediocre performance is never something that should be encouraged, it’s also incumbent on company leaders to proactively stay engaged in order to recognize the particular issues within their organization that may be leading to these difficulties and do all possible to remedy them. This may include:
• Regular check ins.
• Transparent relations are more important than ever, particularly regarding the direction of the company and true intent behind organizational activities.
• Conversations that determine what is most important to each individual from a work and life perspective and how those can be successfully met over the short and long terms. Engagement and cooperative processes are essential for motivation.
• Provide the ability to enhance and increase educational and skills enrichment options.
• More detailed definitions of expectations and growth opportunities.
• Flexibility. This may include schedules, work locations, and time off.
• For additional insight, please also have a look at 10 Ways to Maximize Employee Retention Rates
