Quiet quitting is getting louder (and how to deal with it in your business)
In the post-pandemic workplace, a seismic shift in employee priorities has quietly risen among the workforce.
The fallout from this change is evident in the form of Quiet Quitting, Loud Quitting, and Outright Quitting, impacting nearly 60% of the workforce.
So, as businesses rush to understand these trends, never mind solve them, it becomes crucial to address the root causes of low team engagement and find effective strategies to mend the disconnect between people and the places they work at.
Quiet Quitting. Loud Quitting.
What’s in the name?
Quiet quitting is when employees start doing their job, and only their job - no more going above and beyond, no more burning the candle at both ends, no more saying yes to those extra requests in the hope that would get noticed when the next promotions round came around.
Loud quitting is when employees start talking about all the work they’re doing (while actually putting in the minimum effort they need to keep their jobs). They’re making sure they’re seen to do their jobs, while actually not really putting in the effort they need to completely nail what’s being asked of them.
These folks aren’t resigning. Instead they’re quietly rebelling against a lack of recognition, promotion and pay rises. And a hustle culture that’s invading their personal lives, after they’ve spent a whole pandemic or two working long hours and emotionally investing into jobs like never before.
In fact, according to a survey conducted by Entrepreneur, engagement and feelings of being valued were cited as some of the main reasons for both quiet, loud and active quitting, second only to compensation.
Amongst this backdrop, it's worth delving into the reasons behind the overall lack of engagement driving this trend. A Forbes article published in May 2022 lists the top five reasons why workers consider quitting their jobs. These include burnout, lack of work-life balance, inadequate growth opportunities, poor management, and a toxic work environment. Addressing these concerns becomes pivotal to restoring staff engagement and loyalty.
But to re-engage teams effectively, businesses must invest serious time and effort to bring their teams closer. They need to galvanise them behind a shared vision, help them feel like they belong somewhere and bring them along for the journey.
So where do you start!?
1. Listen actively (and mean it)
Let’s start with the obvious - a simple survey won't cut it. Sending your team a survey once every 6 months, sharing the results at the next town hall, then forgetting all about it is not good enough. Instead, bring in external experts who can impartially listen to your people’s concerns and suggestions, and who can create a safe space for your people to express their thoughts openly without fear of retribution or judgment. The goal is to genuinely understand your people’s painpoints, their frustrations, their hopes, their ambitions - that way you know what they actually want, what their biggest burning frustrations are, and you can show them you’re taking action against those.
2. Prioritise collaboratively
After actively listening, it's crucial to relay the collected feedback back to the team. Prioritize the issues that need immediate attention and involve your people in this process. By seeking their input, you not only demonstrate that you’re listening to their opinions but also create a sense of ownership in finding solutions. And most importantly, you get to show them you’re willing to put in the effort it takes to help them re-engage with their work.
3. Engage your people in find a solution
An inclusive approach with more experiential techniques to problem-solving can significantly enhance engagement. Involve a cross-section of your people in brainstorming sessions to address the identified challenges. While not everyone might be part of these sessions, giving individuals a chance to contribute can foster a culture of inclusivity and innovation. Here’s an example - let’s say the problem you’re tackling is lack of transparency (a biggie in any team). You might think the solution is quarterly town halls with anonymous Q&As. Your team might prefer a weekly report with updates on progress against key initiatives. While both these options might seem polar opposites, by involving your people in coming up with viable solutions, you can get to a happy compromise.
4. Show regular, tangible progress updates
Communication and transparency are key. Share the progress made on the identified issues with your people. Regular updates demonstrate that their feedback is valued and acted upon. Again, be as concrete as you possible can here. As an example, “we are working to address the gender gap” is not an update. Instead, aim to share tangible results, no matter how “big” you think they are. In the gender gap example, you might want to share the actual numbers for how your team’s compensation is doing by seniority level. It might not look pretty, but you’d be showing a level of transparency that would engage your team in wanting to find a solution.
5. Continuous check-ins
The process doesn't end with implementation. Regularly check in with people to assess the effectiveness of the changes made. Are their concerns being addressed adequately? Are they feeling more engaged? Make sure you’re getting ongoing feedback to ensure that the changes stay relevant and impactful and find more fun ways to table these conversations. The shift towards improved staff engagement is not a one-off effort. It's an ongoing cycle that needs consistent attention and adaptation. The landscape is constantly evolving, and so are the needs and expectations of your people. A commitment to sustained engagement should be embedded in your company's culture. And your people need to believe you mean it.
So, what does this mean for your business?
The pandemic has shifted your people’s priorities. 80 hour weeks is not ok for most folks anymore, especially when their hearts just aren’t in it anymore.
These new concepts around quitting (quietly or loudly) underscore the varying degrees of disengagement employees are experiencing.
To tackle this, businesses need to think differently. They need to leave behind the tired old conventions of what teams need (Ping pong tables! Drinks on Thursday once a quarter!) in favour of more immersive and varied ways to bring people together to engage with each other and with the business as a whole. They need their people to be on the same page, to feel like they’re part of something they believe in.
Businesses that adapt and prioritise their people’s engagement levels will stand out as employers of choice. And they’ll get to retain their best people in a wildly competitive market.
By fostering a culture of open communication, trust, and collaboration, businesses can mitigate the negative effects of low staff engagement and create an environment where people are motivated to stay, and thrive.
Remember, it's not just about preventing Quiet Quitting or Loud Quitting; it's about creating a workplace where people feel valued, heard, and empowered to contribute their best. And you can achieve that by investing a little bit more time in listening to what your people have to say.
