In the fast-paced world of today’s workforce, a new term has emerged that resonates with many: “quiet quitting.” This phenomenon, gaining popularity on social media, describes the act of disengaging from work without making a formal announcement of resignation. Quiet quitting is a symptom of the pervasive “hustle culture” that urges younger employees to over-function and engage in performative productivity, often at the expense of their well-being and job satisfaction.
According to Gallup’s “state of the global workplace” report in 2022, a mere 21% of employees feel engaged at work. This low engagement level not only affects retention rates but also hampers overall productivity. The research of management expert Emma Soane indicates that engagement is influenced by three factors: the sense of meaning employees find in their work, their perception of their managers, and the opportunity for open and two-way conversations with their superiors.
For those feeling burned out and disengaged, communication with their managers is crucial. Simply resorting to quiet quitting without any discussion can be risky, especially for individuals known for going the extra mile. Openness and transparency are essential, as good managers will be supportive when employees raise concerns about burnout and lack of engagement.
Experts emphasize the importance of setting boundaries and initiating a conversation with one’s boss to address these issues constructively. Ellen Ernst Kossek, an expert in work-life balance, has identified three fundamental styles of boundary management: complete separation of work and personal life, integration of work and life, and operating in cycles combining both approaches. Each style is valid, and employees should determine the most suitable approach for their circumstances before entering the dialogue with their managers.
Crafting a well-prepared dialogue with potential solutions instead of mere complaints can foster a more constructive conversation. Choosing the right time for the discussion, when the boss is less stressed and more open to communication, can also influence the outcome. Individuals resorting to quiet quitting often feel undervalued, overworked, and exploited, seeking a healthier balance in their lives.
To encourage better engagement at work, organizations must recognize the value of their workforce’s engagement. Engagement is a delicate and invaluable resource that can diminish due to avoidable and seemingly insignificant frustrations. A study conducted in 2022 revealed that a staggering 84% of IT workers reported unhappiness due to the software they were using, indicating how minor grievances can accumulate and lead to burnout.
Dominic Ashley-Timms, CEO of management performance consultancy Notion, believes that the key to improving engagement lies in managers asking high-quality questions to understand and support their employees better. By comprehending their impact on the staff, managers can effectively foster employee engagement. The National Forum for Health and Wellbeing at Work, an alliance of over 40 global employers, advocates for managers to enhance their social and interpersonal skills, which, in turn, will make employees feel more valued. Such improved engagement fosters higher productivity and minimizes the likelihood of quiet quitting within the workforce.
As the conversation around quiet quitting gains momentum, employees and managers alike are encouraged to embrace open and constructive communication. Fostering a work environment that respects boundaries, supports employee well-being, and encourages meaningful dialogues can lead to a more engaged and content workforce, ultimately benefiting both individuals and organizations.
