Quiet quitting

Quiet quitting is a workplace buzzword referring to a person limiting their tasks to those strictly in their job description so that they avoid working longer hours. It has been described as an alternative to resigning and has nothing to do with quitting one’s job. The employees are performing their jobs at a level that is the bare minimum so as to establish what they see as a clear work-life balance. The idea is to stay employed while putting the focus on the things done outside the office. The term came into popularity as part of a Tik Tok video in 2022 as the impact of the COVID-19 pandemic forced many workers to reevaluate their work lives.

Background

The term quiet quitting was first used in a Tik Tok video in March 2022 by career coach Bryan Creely. In the video, which is less than two minutes in length, Creely describes the phenomenon in which employees remain on the job but say no to the culture of going above and beyond. The term gained huge popularity when a Tik Tok user named Zaiad Khan expressed his views on the subject in a 17-second video. Khan said the idea was not to be lazy, but to quit “the idea of going above and beyond.”

Long before the COVID-19 pandemic, people talked about the “hustle culture,” in which workers were valued by what they were willing to give up to get ahead. The pandemic brought on a focus to worker burnout and work-life balance. In 2020, layoffs and work-from-home changes helped propel many into thinking about the time they were spending at work. By 2021, the labor market had contracted, giving the advantage to the employee. Some workers were frustrated by the contrast between home life and work that many quit their jobs in a wave called the Great Resignation. From April 2021 to April 2022, 71.6 million people left their jobs. That averaged 3.98 million people quitting monthly, according to the US Bureau of Labor Statistics. In June 2022, the number of people quitting reached 4.2 million.

Overview

Signs that an employee could be a quiet quitter can include not attending meetings, arriving late or leaving early, a reduction in productivity, less contribution to team projects, not participating in planning or meetings, a lack of passion or enthusiasm, more negativity, and employees becoming less social. According to a June 2022 Gallup survey of employees, at least 50 percent of them fit the description of quiet quitters. Gallup asked several questions related to worker engagement, and only 32 percent of workers were considered engaged, while another 18 percent were disengaged. Of the remaining 50 percent, Gallup speculated that these would be considered quiet quitters or those not engaged in their work but were not vocal about it. The survey also points out that stress is the main reason workers feel disengaged.

Leaders can prevent disengagement by talking to employees and gathering their feedback and learn what makes them feel appreciated. They should also make sure workloads are manageable and help employees maintain a healthy work-life balance. Also important is assisting employees in managing stress. Conversations about career planning and training opportunities are also important to keep the employee engaged. Recognition programs—informal and formal—should be implemented and fostered. Leaders should also strive to live the organization’s values and vision and function as a model for direct reports. Encouraging employees to always work safely is also key.

Experts say that before approaching employees suspected of being quiet quitters, a look in the mirror is necessary. In 2022, leadership development consultants Jack Zenger and Joseph Folkman advised business leaders to use open dialogue and be clear about expectations to make team members feel important. Through their research of data from more than 113,00 leaders, they found that the most critical factor is trust. When direct reports trusted their leader, they also assumed that the manager cared about them. According to their research, there are three behaviors linked to trust—developing positive relationships with superiors, delivering on promises, and having expertise in the job.

Another way that employers can address the phenomenon of quiet quitting is adding or improving benefits. Jim Morgan, vice president of business development and workforce strategies at MRA, said the solution for employers is not that complicated. Morgan said employers would benefit by creating a culture where employees enjoy coming to work. This would help employees achieve better job satisfaction and take pride in their work. In such an environment, quiet quitting would not be a problem.

Another term gaining some steam is “quiet firing,” but it is not a new concept. In quiet firing, a manager may remove responsibilities, status, and connections to others in an effort to get the employee to quit. In legal terms, this is also called constructive discharge. Sometimes, the quiet firing process is not deliberate. In fact, poor managers can be responsible because they make mistakes. One mistake managers make is not making performance feedback a regular occurrence. When frequent discussions are not done, the employee is left wondering how they are performing in their manager’s eyes. The second mistake managers make is withholding development. Gallup research has shown that employees who feel good about their future in an organization influences the likelihood of staying at the job. And third, managers do not give enough individualized recognition. Many leaders believe that recognition needs to be a grandiose gesture, but most employees value being told they performed well without the pomp and circumstance.

Bibliography

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