How much of a risk do quiet quitters pose to your firm

How much of a risk do quiet quitters pose to your firm?

The phrase “silent quitting” has started to surface across professional networking sites. It describes a situation in which a staffer subtly distances themselves from their role, tuning out rather than resigning and serving out their notice. These individuals have opted to continue in their position while relinquishing the extra stress that perhaps has been added to their lives as a result of continuously going above and beyond by accepting duties that are not part of their job description.

Signs of quiet quitting

Depending on why a person wants to reduce their workload, there are many different ways that silent resignation might manifest. Compared to someone who just wants a better work-life balance, a disgruntled employee may show far more overt evidence of dissatisfaction.

The following are a few warning signals of silent quitting:

  • no-shows at meetings;
  • failure to reply to messages
  • reduced participation in group tasks;
  • not taking part in planning sessions; and
  • showing insufficient zeal or passion.

Four ways to combat quiet quitting in the workplace

  1. Look out for signs of stress

Whereas any worker may lose interest in their work and/or the employers that initially drew them in, certain workers are more prone to discreetly zoning out. The core of quiet quitting is that they turn up for work and put in the barest minimum.

Be on the lookout for employees who suffer from stress. Managers on the front lines should receive training on aberrant stress symptoms and how to assist staff.

  1. Double down  on recognition

Employee disengagement is largely caused by a lack of appreciation for their efforts on the part of management. And it makes it much harder for them to see the value and point of their labour.

Entrepreneur Christian Espinosa argues that companies must give staff the tools and authority to praise one another for their efforts. 

“This is beneficial on two fronts; firstly managers are unable to witness or experience all of their employees’ commendable efforts; and secondly, team members know each other best and are aware of what is important to one another.”

  1. Adapt to current demands

Today’s workplace places a lot more emphasis on purpose to engage employees. Perks still have a role in increasing engagement and reducing attrition, though.

Recognise and respond to the various working arrangements, including remote, hybrid and on-site, as well as how to make each one more welcoming and pleasant for employees.

  1. Encourage connections

Front-line supervisors should communicate with staff members more frequently, especially those who work remotely. Assist front-line managers in conducting fruitful one-on-one sessions with their staff. The subject may be covered in management training. Better yet, provide them with guidelines for conducting insightful, fruitful interactions that support professional growth and engagement.

About Sam P

EnterpriseZone Staff Writer

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