Quiet Quitting
The phrase “Quiet Quitting” is trending right now and is important for employers to pay attention to. While it might sound similar to disengagement, it does not necessarily mean the employee is not performing their job well, they are just not going above and beyond requirements. This might include leaving on time, taking their full lunch or vacation time, not taking on extra duties and not checking email outside of work hours. According to an article from Global News, “unlike the name suggests, these people are not actively trying to remove themselves from the company payroll – they’re simply establishing better work-life boundaries by doing what’s necessary to stay employed but not breaking their backs to surpass expectations.” Quiet Quitting may also be seen as a passive aggressive approach of a dissatisfied employee avoiding confrontation or looking for another job while continuing on your payroll.
The younger generations are embracing the idea that their life is not defined by their productive output and that mental health is more important than performance goals. Of course, there is work that needs to get done and employees need to do what they are being paid for. There is dignity, meaning and satisfaction in a job well done. However, rather than anxious hustle, Quiet Quitting represents a mental shift to leave work at work, accept limitations and set boundaries.
The concept of Quiet Quitting is not new, however. People Management explains that, “for years many workers have quietly quit to look for a new job and disconnected because of a lack of career growth, poor pay or an unmanageable workload.” In the iconic 1999 movie Office Space, the protagonist Peter Gibbons expounds, “My only real motivation is not to be hassled – that, and the fear of losing my job. But…that will only make someone work just hard enough not to get fired.” The movement has been exacerbated after the last couple of years of staffing shortages and increased workload, work merging into employees' homes, blurred lines of expectations and a general revaluation of values and views on work.
Employers need to be aware, proactive and take steps to avoid increased worker attrition. Managers should be in ongoing conversations with employees to support them and identify needs as they arise so they don’t escalate or get blindsided. Ask employees what they value and what motivates them. If their work doesn’t align with their priorities or passion, consider redistributing tasks based on the strengths of the team. Job descriptions should be clear and well defined so that both employer and employee have realistic expectations.
Quiet Quitting should be kept in check so that it doesn't lead to disengagement, disciplinary actions or termination. Employees need to feel encouraged, challenged, that their work matters, that there are growth opportunities and that they are recognized and appreciated. Having open and ongoing communication is not only important for retention, satisfaction and productivity of existing employees, it is imperative to forming a healthy culture that will attract new talent.