Organizations can learn from the quiet quitting trend
Quiet quitting is doing the basic requirements of a job, without putting in extra effort to go above-and-beyond the role. While the overall perception of this trend is negative and can lead to disengaged employees, there are some important lessons organizations need to learn from this development in the workforce.
Over-Performing Is Not Steady State
Companies continuously seek out high-performing talent to help their organization thrive. While driven professionals should be applauded for their efforts, demanding that all perform at an unrealistic high level is detrimental to morale. The adage of “up-or-out,” meaning one must constantly work at the next level or you will be let go, has become too commonplace in our work culture. Employees recognize when they are being overworked and undervalued. Organizations setting unfeasible goals lead staff to believe that simply doing their job isn’t good enough. Workers in these cultures will soon be burnt out, choose to leave, or quiet quit.
Individuals should be encouraged to set achievable targets. They should be acknowledged for both making incremental progress and accomplishing these goals. Many companies demand a lot from their talent, whether in performance or extracurriculars — such as pitching, recruiting, or training other colleagues. While ambitious individuals can choose this approach, it should not be a requirement to keep a job. Staff are keenly attuned to the burnt-out stage. They will choose quiet quitting when an organization’s expectations of them do not align with reality.
Employees Refuse To Be Solely Defined By Their Job
The COVID-19 pandemic demonstrated how our lives and well-being take precedence over business. Employees seek life enrichment, with more than half being open to a 20% pay cut for a better work/life balance, according to a 2024 Ford Motor Co study. Disengagement does not always mean a decreased interest in the work — it could indicate an increased desire for a fuller personal life. Leaders should encourage employees to pursue interests outside of work as it can boost productivity. An individual that is not permitted to adjust their schedule for non-work interests may choose the route of quiet quitting to help level the time between personal and work. Offer flexible work schedules so that staff can flourish in both endeavors. Happier employees are better for the bottom line. Individuals seek a strong life/work balance. If their company will not provide this opportunity, quiet quitting is the next best option.
This Is A Reaction To A Toxic Work Environment
The quiet quitting trend implies that many organizations currently have a less-than-ideal work culture. Employees feeling unsupported, unheard, and under-appreciated may choose to quiet quit in response to a toxic workplace. Quiet quitting will occur when colleagues don’t see a clear channel to voice concerns or needs — or fear a backlash if they reach out. If one believes that they cannot change their work environment for the better, they will take matters into their own hands, either by quitting or becoming disengaged. Organizations need to provide autonomy and trust in their employees. This will make them feel appreciated and empowered to do their best work.
Employees Like Some Aspects Of Their Job
Businesses should realize that while quiet quitting does indicate a level of disengagement, it does not mean employees have fully quit the company. There are aspects of their job that they like — whether it’s the paycheck, their colleagues, leaders, or their role. Quiet quitting is an opportunity to better understand what employees want from their company. Organizations noticing an increase in disengagement should conduct focus groups or surveys to find out what is driving workforce apathy. Take the necessary steps to retain your top talent, leading to increased morale and restoring trust within the organization.
Quiet Quitting Offers A Chance For A Company To Reset
Not all is lost if employees entertain quiet quitting. This is an opportunity for an organization to reset and align its actions with company values. Assess how employees are treated. Take action to ensure all feel valued, empowered, and supported by the corporation that they choose to work for.
High-performers know their value and have no problem seeking new opportunities, with 28% of global employees feeling ready to move on from their current job. If organizations want their workforce to improve and self-correct, the company must do the same.