Following Covid-19, we’ve had to hit the reset button and reconsider our personal and professional situations. Some people have changed jobs in the squeeze for better ones that suit their beliefs or pay them more, while others are happy to simply get along without putting in a lot of effort.
The “quiet quitting” concept is currently quite popular, especially in the workforce management industry. On September 6, 2022, Gallup released a research, which revealed that only 32% of workers were actively involved in their daily activities, whereas 18% were highly disengaged. This places 50% of the workforce in an uncertain region. Although it may be easy to categorize the latter group as “quiet quitters,” this is definitely not the best approach to view them and the real issue.
Quietly leaving the company does not necessarily indicate that they will leave by the back door and never come back. Instead, the expression first used on TikTok alludes to the increased emotional distance or clear distinctions between work and life. The “hustle culture” of earlier generations, which was previously the benchmark for success but resulted in new difficulties for contemporary HR professionals, is opposed to this.
The quiet quitting is certainly not the “Great Resignation“, and labelling your workers “quitters” seems to have a bad connotation that may be overlooking the point. Today’s workers are happy to put in 40 hours a week, but if they need to put in “additional” time to make a deadline, they want to set the terms and get paid for it, not because of some implicit anticipation of a future award or raise.
Let’s establish the fundamental meaning of this phrase. Some people characterize “quiet quitting” as accomplishing the least essential required by your job, without going above and beyond, and simply collecting your money while leaving each day. This is distinct from just doing your work poorly or not at all, which is where the misunderstanding arises.
A job role created to meet the demands of a workforce and business determines who gets hired. They are expected to fulfil those requirements as deemed necessary by the company they join, in order to be paid regularly. If some employees in the company decide to go over and beyond the job responsibilities, they ought to be recognized for their extra effort.
Working must simply be referred to as “doing whatever the work demands” and not “volunteering” additional time for the organization, whether it is done quietly or not. It’s a cunning method to make people think negatively about routine activity based on an agreement that both sides have signed to frame it as “quitting.”
Some employers refer to individuals who establish sound parameters at work as “quiet quitting.” You may contend that “quiet quitting” has become more common as a result of employees choosing not to take their duties professionally nowadays and “defiance” among employees & “victimization” of superior.
All of these huge terms just serve to alienate people and spread fear. In reality, workers are beginning to establish & defend their workplace boundaries about work-life balance & how they want to be addressed.
Microsoft has conducted a poll of 20,000 workers in 11 nations to discover more about what it implies. They also “analyzed trillions of Microsoft 365 productivity signals, merged with LinkedIn labor trends along with Glint People Science discoveries.”
If they were able have greater assistance for learning and growth 76% of workers said they would stay with their organization longer.
1. Restructure the psychological relationship with the workforce
One of the main problems with quiet quitting is something called a psychological contract, according to managerial intellectuals.
The unspoken obligations and liabilities that workers and their employers (particularly managers) have of and to one another are contained in a psychological contract, as opposed to a formal contract of employment that certain employees may sign when joining at a new organization.
2. Encourage employee voice by building relationships of support
We’ve known for a while that when workers’ psychological connection with their organization is damaged, they stopped speaking up freely in attempt to enhance the workplace. The risk of “quitting before leaving” is reduced when you feel appreciated and encouraged by your employer, however the likelihood is increased by verbally aggressive leader behavior.
It has been demonstrated in various studies and countless others that a boss’s treatment of their subordinates has a significant impact on whether or not employees “quit quietly,” that is, continue working only as long as necessary and stop altogether.
3. Recognize the Meaning of High-Quality Work
Instead of discussing whether quiet quitting actually occurs (it does) or if it is a useful tactic for a particular employee (it can be), we should consider what kinds of working environments give rise to these behaviors.
Numerous studies have shown that when individuals are happy with their jobs and devoted to the organization, organizational commitment and other similar behaviors grow. People are happier and more dedicated when they have ethical managers who respect them, when the organization’s procedures are perceived as fair and instead just, and when they are given high-quality jobs.
4. Recognize and Appreciate the How Employees Have Evolved
Quiet quitting is fundamentally a transformation in identity. Instead of addressing your staff, like the person they used to be, part of the solution comes in recognizing their contribution to the organization. Talking to your staff in a humanizing manner that demonstrates concern for the complete individual rather than just for a “hustler” or a “quiet quitter” sends a more subtle message of respect.
People are more likely to spontaneously engage in or reconnect in their job when they feel appreciated holistically.
5. Balance Is Key to Holistic Well-Being
For several quiet-quitters, finding work-life equilibrium is a key motivator. However, employers that provide a comprehensive program for health and well-being and simple access to resources for emotional, financial, and physical wellbeing can support and promote balance among their employees.
Make sure that activities that support the wellness of staff and their families are simple to use and easy to access.
Our working methods are evolving. It’s time to move past the 1960s’ work philosophy and reinvent how teams, companies, and manager-employee relationships operate in order to achieve balance. Working 9 to 5 for forty hours, 5-7 days a week like a Ford manufacturing unit employee is no longer the norm; instead, more and more efficient outcome-driven management approaches are emerging in high-performing teams.
Once we figure out a method to put into effect, results, and wellness ahead of the hours worked for, then everyone will be satisfied. It’s time to accept work that is intentionally human-centered. At BorderlessMind we believe in delivering the similar talented workforces which works diligently based on your company’s goals to achieve the targets together, creating a win-win situation for all.
1 thought on “Reframing Quiet Quitting & Setting Up the Right Expectations – How Companies Can Help Prevent Quiet Quitting?”
Great content keep it up