So-called quiet quitting is when employees show up to work, but are far less productive and focused on their duties, The Washington Post reports. Quiet quitting also may be a way for workers to set boundaries and not take on extra work or just not push above expectations, CNBC reports.
As HR teams continue replacing staff that became part of the Great Resignation during the pandemic, they also are trying to figure out how best to deal with employees who physically report to work with no or little desire to work, The Washington Post reports. Indicators of quiet quitting resemble “classic indicators of diminished motivation and low engagement,” says Joe Grasso, senior director of workforce transformation at Lyra Health.
That could mean a less productive worker or “withdrawing from the team, limiting communication and interaction to only what’s required,” Grasso adds. Further troubling for management or HR are that these quiet quitters may harbor “cynicism or apathy” about their job or remain quiet instead of participating and sharing ideas, he notes. While the term quiet quitting may be new, its an old practice, Michael Timmes, a senior specialist at Insperity, a human resources consulting firm, tells CNBC. He notes that there have always been workers who respond to burnout by “doing the bare minimum.”
“Today, this is being driven by Gen Z, however evident across all generations. It has taken steam through social media platforms,” he says.
Quiet quitting is the “residual impact” of COVID-19 and the Great Resignation, where employees feel embodened to set the terms of their work and personal life, Jaya Dass, Randstad’s managing director for Singapore and Malaysia, tells CNBC. “What used to be a passive aggressive challenge of work-life balance is now becoming a very direct request,” she says. “It’s not a request anymore. It’s a demand.” Quiet quitters also could frustrate their colleagues, who may complain about “having to pick up the slack or feeling shut out,” Grasso says.
However it shows up in the workplace, managers and HR teams need to take quick action. “Much like quiet quitting is becoming a trend on social media, it could also become an infectious attitude in the workplace as employees start to compare notes and recognize that they are having similar experiences about work taking more than it’s giving,” he says.
Michelle Hay, global chief people officer at Sedgwick, says one important step for employers is to constantly poll their employees to stay ahead of potential concerns, The Washington Post reports. HR teams also should conduct very comprehensive onboarding and exit interviews so they can learn what is prompting workers to quit.
Employers also need to convey to their staff that they appreciate their lives outside of work and that they will reward them for having a life beyond their job. “Employers need to offer opportunities for advancement and create a culture where people feel like they’re encouraged to put work in perspective versus make work their entire lives,” Grasso says. “It’s important to recognize that people can be engaged and motivated at work without needing to revolve their life and identity around it.”
One thing managers don’t want to do is ask their employees (or imply) if they are quiet quitting. "It has a negative connotation for very valid feelings," Ashley Herd, founder of ManagerMethod.com and a former employment attorney and human resources executive, tells CNN. A better approach is to speak with the worker and ask how they have been, how they feel about their workload and if they are able to balance their work with the rest of their life.
Managers also should model behavior that shows that work is not the only priority in their lives and be very public about that among their staff, Herd notes. They should let their employees know when they are leaving for the day or taking a day off or going offline to spend time with their family, she says. The workday should have a definitive end and that means forgoing sending emails way past work hours.