Quiet quitting: A quiet cry that speaks volumes!
A phenomenon of the moment with terminology that strikes the imagination, to say the least. Quiet quitting does not refer to a resignation as we know it, but rather to an unwillingness to go beyond what is minimally required.
The last two years have precipitated a realignment of values and priorities for most of us, by necessity. Seems like humans needed a good slap in the face to do a crash course in introspection at the university of life.
Unlike the Great Quit phenomenon, in which an unprecedented wave of employees switched jobs and sometimes even downright realigned their careers, Quiet Quitting is more like a gentle force of rebellion… on the job.
Simply put, it’s about doing as much of what is expected of us as the salary that is offered. No more, no less (so we don’t get fired either, obvi!).
In a world where, in the past, the professional surpassing of oneself was valued, we must admit that this is a radical change of direction. The perception that employees work long hours at the expense of their personal lives, family, friends and passions to climb the corporate ladder has been significantly eroded and no longer has the same appeal.
Many stage managers even have the unfortunate tendency to qualify the phenomenon as laziness, even though the reality of the situation does not really point in this direction.
Why? ‘Cause
(as my colleague would say!)
Because of… many cases!
- Increased awareness of the importance of mental health
Mental health is an increasingly discussed and normalized topic. People are stepping out of their shell, allowing themselves to be open and vulnerable, thus creating a societal movement toward wellness. Many of us have known or been around people who burn out at work, often giving too much of themselves, at their own expense. Unfortunately, we learn about our limits the hard way… when exceeding them!
- Generational value change
Contrary to the belief that “young people don’t want to work”, “young people” do want to work… but not at any price. And when I say “price”, YES, I am referring to salary, but also about work that will not come at the cost of their quality of life. They are also more aware of their value, with the labour shortage now positioning them as a competitive advantage.
- Lack of recognition
Recognition is an important dimension of today’s employee experience. Why do more than is necessary without even a small sense of appreciation from the employer?
- Lack of sense
Especially for more routine and transactional tasks, an employee can quickly become demotivated and lose sight of the “why” of the task, the immediate impact of the task. So why do more if the minimum required is already unstimulating and meaningless?
- Salary not adjusted to the cost of living
The concept of work refers to an agreement between two parties, with one party offering compensation for the efforts/work of the other. It is a fine balance, one that is very fragile at the outset. The consequences of significant increases in the cost of living (groceries, housing, gas, etc.) quickly tip this balance, creating a sense of inequality between the effort provided and the compensation offered. In such a context, why would an employee want to do more than what is required?
- Right to disconnect
Communication channels have never been so available and accessible, so a quick text, a quick email, a quick phone call outside of work hours are good examples of how the traditional 8 to 5 Monday to Friday work week no longer such clear boundaries has as it once did.
What to do?
Take your pulse frequently:
Surveys, focus groups, one-on-one meetings, exit interviews, retention interviews – it doesn’t matter how you do it, but listen to your employees on an ongoing basis. This is a key engagement practice and a key practice for a strong employer brand.
Clarify expectations upon hiring:
Humans need clarity to find their way, and some even more than others. Beyond the famous job description/posting, it’s important to put your cards on the table from the beginning of the recruitment process about the respective expectations of both parties (related tasks, workload, stress level, off-duty tasks, conditions, etc.). Don’t hesitate to re-clarify everything at onboarding and along the way as needed. Transparency can save everyone time in the end!
Offer recognition:
An underestimated tool that has interesting spin-offs. There are dozens of types of recognition and hundreds of ways to show employees the importance of their work and your satisfaction with them… (much more than salary!)
Tracking the market:
The market is evolving rapidly and much more than before. Be sure to follow the market trends in order to be well positioned and correct your course if necessary!
- KPIs: what you measure gets better! It is important to measure what may sometimes seem intangible… such as disengagement. How do you hear a silent cry?
Well, here are a few leads:
- Are your delivery times longer than usual?
- Is morale lower?
- What are the causes of departure?
- For what type of position?
- To which type of organization do your top performers turn?
In short, in my opinion, this is a reversible trend for organizations that know how to adjust and hear the message behind this silent cry. For those who will know how to hear but above all act accordingly.
Therefore, the expression “silence means consent”, might need to be rethought!
Andréanne Thibault, CRIA
Senior consultant, Talent Management
