How Do We Combat Quiet Quitting?

The terms Quiet Quitting, or Silent Resignation, are having a moment, but the concept is not new. It’s the idea that employees will technically show up and do what is minimally required to keep their job, but they are not going to hustle – or give it “their all.” The Great Resignation was the first loud hint that employees are unhappy with work – employees left their employers in droves and organizations suffered. In response, some entities soul-searched and learned how to improve culture, enhance work/life balance, and increase training and support – in order to keep their employees present and engaged. Now, we have the second emphatic proclamation that employees remain dissatisfied - employees don’t want to go “above and beyond” and they want more time for themselves because it is “just work.” And they want to put into it what they get out of it.

Most executives will tell you that they want employees to have a work/life balance and not just “live to work,” but most organizations rely on employees being invested in their job and responsibilities. Executives, and importantly managers, must find a way to make employees feel valued and heard – train them, recognize and compensate them for the work they do, support them in their personal endeavors, respect their time off, provide a physical and psychologically safe environment, and address their workplace concerns. Only employees who feel truly appreciated and respected will be willing to give 100% of effort in return.