Quiet quitting
It is apparently a new trend in the labor market: quiet quitting. With quiet quitting, employees continue to perform their primary tasks, but are less willing to carry out tasks outside working hours or, for example, to take part in a course or an after-work drink. What exactly does quiet quitting entail? And what can you do about it as an employer?
With quiet quitting, employees do not put in extra effort for their employer when there is no compensation in return. They reject the idea that they must give everything for the organization or work extra hours. So they close their laptop at five o'clock and only do what is expected of them, without showing extra initiative. Incidentally, this does not mean that employees do nothing at work, but they do not perform tasks that fall outside their job description.
That is not surprising either, for years the prevailing mindset was that more effort and more solidarity lead to better results. For employees who pursued personal growth there would always be opportunities. Only people started to look at their work differently during the covid crisis and began to attach more importance to a better balance in their work and private lives. Working very hard is therefore less interesting.
Prevailing work ethic
In Harvard Business Review Jack Zenger and Joseph Folkman write that quiet quitting is old wine in new bottles. In the past decades there have always been employees who have pushed back against the prevailing work ethic. In China people even speak of lying flat, where employees literally resign themselves to it. Quiet quitting is therefore not a new phenomenon.
What is the disadvantage if employees do no more than necessary? When there is a low employee engagement then you see that employees are sick more often, are less productive and make more mistakes. On top of that, there is a chance they will leave prematurely. It also creates a downward spiral: when people see their colleagues doing less and less, they get the feeling that they don't need to make an extra effort either. That is why it is important for an employer to find out whether you have people who see their work as an obligation and others who feel that it gives them meaning and a purpose.
Motivating employees: 3 practical tips
It remains a challenge to adapt your organization – and, by extension, the company culture. Ultimately it always requires a tailored approach when you work with people. To encourage your employees you can apply the following strategies:
Take a close look at core tasks
During the coronavirus pandemic many companies chose a hybrid work model. Because of hybrid working, extra tasks may have been added for your employees that are now part of their roles. This affects employees' motivation when performing their duties. Now they are short-changed compared with the price — time and effort — they have to pay. Managers and supervisors can consult with employees and look at what the core tasks of the position are, to record what work is minimally required and what is additional. This way employees are encouraged to carry out the most important tasks as well as possible, while at the same time space is created for a good work–life balance.
Listen and invest in your employees
It is important that you are clear about what your employees really need. Therefore managers must keep a finger on the pulse to find out how their people are feeling. In doing so they must be given all the time and resources to do this. To support this, the HR department can collect qualitative and quantitative data about what employees need in order to feel involved in the organization and their work. One-on-one conversations can also provide useful insights into the employee experience. Provide an environment in which people the space get and feel safe to give their opinion. By initiating the conversation you can make targeted investments in employees and respond to their needs.
Motivate and encourage employees
What applies to one person does not apply to another. Take on the challenge together with your employees. For example, look at different ways to improve internal communication within teams or how you can encourage collaboration between different departments. After a month, see what the result is and make adjustments. Encourage your employees to take responsibility for their tasks and stimulate their personal development .
