Quiet quitting, quiet hiring, and quiet firing have become hot topics in the workplace over the past year.
This guide will provide an overview of quiet quitting, its background, key features, what to look for, and how managers can help reverse it.
What is Quiet Quitting?
Quiet quitting refers to employees who continue to work but only do the bare minimum required.
They have mentally “quit” but remain in their roles.
Quiet quitting is characterized by:
- Only working required hours.
- Not taking on extra tasks.
- Declining projects outside the job description.
- Avoiding workplace politics/drama.
Background of Quiet Quitting
The idea of quitting quietly has emerged in recent years, especially among millennials and Gen Z workers. It arose in response to trends like:
- Workplace burnout and stress.
- Lack of work-life balance.
- Stagnant wages and lack of advancement.
- Feelings of being undervalued/overworked.
Rather than quitting entirely, employees quietly dial back their effort and emotional investment in their jobs, allowing them to focus more energy on life outside work.
Key Features of Quiet Quitting
Some key features of quiet quitting include:
- Continued average performance: Workers avoid disciplinary action by maintaining adequate output.
- Declining extra duties: Employees turn down projects, committees, or tasks not in their job description.
- Disengagement: Individuals detach emotionally from their work and avoid workplace politics.
- Priority shift: Workers reallocate time and energy formerly spent “going above and beyond” to their personal lives.
8 Things to Look Out For
Managers should watch for these signs of quiet quitting:
- Decreased initiative.
- Lack of interest in career development.
- Calling in sick/using PTO more often.
- Declining extra work assignments.
- Disengagement in meetings/trainings.
- Reduction in communication.
- Resistance to change.
- Expressions of work-life imbalance.
8 Ways Managers Can Help Reverse Quiet Quitting
Managers play a crucial role in re-engaging quiet quitters. Tactics include:
- Offering incentives like raises, bonuses, and promotions.
- Publicly recognizing contributions.
- Fostering career development through training and mentorship.
- Promoting work-life balance and flexibility.
- Improving communication and feedback processes.
- Building trust, empathy, and rapport with team members.
- Making sure workloads are reasonable.
- Conducting stay interviews to understand motivations.
Conclusion
While quiet quitting may seem concerning, managers can overcome any sense of imposter syndrome and take proactive steps to understand what drives it and reverse it.
With the right strategies, leaders can reengage employees and cultivate a motivated, thriving workforce.
The keys are open communication, empathy, and making employees feel valued in their roles.
With 30+ years of experience, Catherine Fitzgerald, B.A., M.A., PGDip, founded Oak Innovation in 1995. Catherine received her Bachelor’s degree and Master’s from University College Cork. She holds qualifications in Professional Development And Training from University College Galway. She is completing a second Master’s from University College Cork. Since 1995, clients include Apple, Time Warner, and Harvard University.
