02 Nov How to Avoid Quiet Quitting
How to Avoid Quiet Quitting
By Kara Diem
The workforce is not what it used to be, particularly in a post-pandemic world, but we do know that one thing remains constant: communication is key!
Why is “quiet quitting” happening, and what can individuals and organization do about it? Check out this article to understand the WHY and how to AVOID.
The 2022 Time Economy Report found that employees rank health benefits and salary highest for job satisfaction (which is no surprise). But what is interesting is that they said: feeling good about how their time is spend, having a sense of purpose and having a manageable workload are key factors that weigh heavily on why they stay at their company.
The employee expectations have been evolving in a post-pandemic world. Unfortunately, many businesses and industries have not truly pivoted in ways to retain happier, more satisfied employees. Employees want to have meaningful work but when they are feeling they are constantly busy with a million tasks, projects, and responsibilities, it can lead to this new term we call “quiet quitting.”
STEPS IN AVOIDING QUIET QUITTING
- Avoid Overworking Your Team
Research shows us that when workers are emotionally exhausted (an indicator of burnout), overwhelmed, or deeply fatigued, they reduce their citizenship behaviors. This withdrawal of effort is a natural protective response in which an individual seeks to conserve, or restore, their depleted energy.
Overworked employees are more likely to be burnt out, stressed out and unhappy in their work environments. You should avoid scheduling too many overtime hours, overwhelm people with excessive job demands, or putting too much pressure on employees to meet unrealistic expectations and deadlines. Overworking your team will only lead to more stress and responsibility on your plate.
- Encourage Open Communication and Help Your People Prioritize
It is crucial that employees feel comfortable approaching their boss, supervisor, and/or managers with any concerns or issues they may be experiencing. Also, bosses should make it a point to check in with their employees rather than wait on them. Employees who can approach their managers openly are far more likely to discuss issues that matters to them, affecting their engagement at work.
Once a week, sit down with your team one-on-one for 5-10 minutes to help them prioritize all that is going on and give them an idea on a scale of what is critical, important, moderate, and low on the priority list. Use Stephen Covey’s 4 Quadrant to help distinguish what is truly important and what can wait in order for your employees to be productive and help prevent anxiety and burnout due to an overload of work. Additionally, link each project to a business need and/or goal. Not only does this continue the constant flow of communication but helps manage people’s priorities and your own expectations as a leader, boss, and/or manager.
- Create a Meaningful Culture With a Vision
Employees want to do meaningful work for companies that are supportive, that value their contributions, and have a strong, clear, defined vision. They are looking are to work with companies that stand for something, that are purpose-driven businesses driven to create positive social impact. They want to work with companies that share similar values to them around diversity, equality and inclusion and are not afraid to put their line in the sand. They want to work for a company that is more than just profits and bottom-line numbers.
- Be Flexible
Flexible companies are appreciated by employees when their needs are accommodated. Whether it is allowing employees to work remotely from home, having flexible hours or even sharing some of the responsibilities with others, being open to different arrangements can go a long way in keeping employees happy at work.
- Show Gratitude
Mostly everyone wants to know how their boss, supervisor, and/or manager views their quality of work. Silence causes anxiety, speculations, as well as feelings of discontent or lack of appreciation of hard work. Validation is imperative in the workforce and it’s not just about thanking people for their accomplishments, it’s about helping them see their worth as a colleague and a human being.
Employees who feel valued and appreciated are more likely to be happy and motivated at work and more likely to be engaged in their role.
Addressing employee engagement and striving for cultures of belonging and appreciation are critical and, in return, can only benefit the organization, leader and employee. Attend to them, and you’ll mitigate the risk of having employees quietly quit on you.