how to identify and combat quiet quitting in the workplace
From job losses, to downsizing, furloughs and even closure, the pandemic brought a new set of unforeseen challenges that arguably, a lot of Caribbean companies were not prepared for, quiet quitting
These challenges also extended to employees and their relationship with their work. Job security was largely interrupted or virtually wiped out.
Whatever the reasons, quiet quitting amongst employees could potentially reach the point of hampering the progress of many companies and countries were desperately hoping for.
What is quiet quitting?
Quitting in this sense does not refer to an employee physically abandoning their job. Quiet quitting is described as a ‘mental and emotional check-out.’
Mentally checked out employees lack enthusiasm, initiative and the drive they once demonstrated for their job or organisation. Employees engaging in quiet quitting behaviour perform the bare minimum of what they are expected to do.
Such an employee may only perform the job duties listed on her job description and nothing more. Another employee may decide that he is no longer working overtime and leaves work precisely when expected.
Such employees, convey a ‘I’m just here for the money” mindset and no longer go the extra mile for their bosses or colleagues.
They are present only when necessary. They minimise small talk or limit interactions with others to only work-related matters.
What does quiet quitting look like?
Apart from promptly leaving work, limiting social interaction and performing the bare minimum, such employees would also:
- Be uninterested during meetings
- Take more personal days off and be regularly absent or late for work
- Seek to work independently as opposed to team collaboration
- Act irrationally, indifferent or unsympathetic to other colleagues
- Avoid company events
- Unfollow the company or members of their team across social media
- Submit lower quality work below their normal standard
- Adopt a stoic or aloof attitude at work
- Be irritable or difficult to work with
What are the root causes attributed to quiet quitting?
Since the pandemic, a lot of new developments have lead to and increased quiet quitting. Some of these include:
The ease of firing
Before the pandemic, many working people held the view that a good day’s labour would guarantee job security and income. The pandemic proved that job security is not as concrete.
Job losses, furloughs and layoffs have made employees aware of their own expendability as far as securing company’s profits and survival are concerned.
Employees have seen or heard from the pandemic; how easy it is for employers to lay off permanent employees despite having decades of experience. This creates a great deal of fear and uncertainty.
If employees are operating from fear, they do not feel an obligation to go the extra mile for their employers. The mentality becomes, “Why should I give my time and energy to build your brand at the risk of being laid off anytime you wish”?
Trust forms a foundation for brands and relationships to grow. If employees do not trust management for job security, they will become mentally fearful and emotionally checked out.
A shift in priorities
The pandemic has taught many young employees, in particular that your health and wellbeing come first. Nothing beats peace of mind.
Such employees no longer put their boss, clients or even career as their number one priority. Instead, there becomes a shift in the employee’s mind to, “Look out for yourself first and foremost.”
This mindset encourages many staff members to slow their pace and not waste or exploit their time, energy and resources. Employees have realised that dedicating all your resources towards a company that may easily lay you off should their profits be jeopardised, are not worth the battle.
As such, these employees after re-evaluating their priorities, resort to quiet quitting.
This allows them to get their basic work responsibilities completed and still have time and energy for their own interests.
A response to unethical management practices
Quiet quitting is essentially borne from a feeling of powerlessness, disappointment and hopelessness. In addition to the job uncertainty and loss of trust from the pandemic, quiet quitting occurs when employees are disappointed in management.
Employees working years in a company may have reached their limit when it comes to tolerating unfair or toxic workplace practices. The pandemic, which introduced remote work in a significant way, allowed disgruntled employees to realise there are other options to earn a living instead of suffering through long hours of commute or management malpractices.
Quiet quitting signals an employee has one foot already out the door. They will soon resign when they have landed another position or confirmed another career path they want to embark upon.
How can companies fight against quiet quitting
If you suspect that your employees’ performance and general attitude has dwindled, there are some measures to adopt that could alleviate the effects of quiet quitting:
Encourage dialogue
Employees usually bottle up their feelings of powerlessness or frustration. Don’t let these frustrations boil over. If you have noticed a decline in your employees’ performance and drive, it is essential to address it with open dialogue.
Disgruntled employees tend to feel empowered through open dialogue. Open communication allows them to have a voice and share their thoughts unashamedly. If an employee feels heard and understood, this helps to repair broken lines of communication and develops a stronger working relationship.
Evaluate your management and policies
If you suspect an employee is quiet quitting, evaluate your management style and policies. You should evaluate:
- Are there any unresolved issues that could cause an otherwise productive employee to mentally check out?
- Is management acting in an ethical manner?
- Is the work culture of the organisation positive?
- What do employees, both past and present frequently complain about?
- Has any staff member complained about feeling exploited?
Assess the way your organisation treats employees to identify possible reasons for staff members mentally checking out.
It is critical to understand that quiet quitting is not laziness. It is usually rooted in fear, anger, disappointment or loneliness.
The root usually starts with an incident, discussion or realisation that caused employees to feel fearful, isolated or embittered. These feelings, may have been bottled up and inevitably lead to a disconnect between that employee and the organisation.
To address the issue of quiet-quitting in a post-pandemic working world, employers must trace the root to successfully address any issues and make their employees feel empowered again to achieve.
