We’ve got a catchy new phrase for an age-old experience: Quiet quitting.
The Wall Street Journal defines quiet quitting as a worker’s decision to say ‘no’ to the hustle culture. It’s all about not taking their job too seriously.
WSJ adds the (smug) caveat that this is nothing new. Every generation hits the workforce, only to quickly realize that having a job isn’t all fun and games. Eventually, workers hit a snag and have to figure out how they’re going to professionally move forward. It’s just the Millennial’s and Gen Z’s turn. Cue the confetti, right?🎉
To a CEO, it may sound like the sky is falling when Gallup reports that ‘Quiet Quitters’ make up half of the U.S. Workforce. But reality isn’t that bleak. Statistically, professional engagement slowly increased from 2010 to 2020. Even though it declined slightly in 2022, it’s still higher than it was in any year from 2000 to 2014. Bottom line: Quiet quitting isn’t worth hitting the panic button over, but it’s definitely something that business leaders need to acknowledge. Real workers are expressing real frustrations. It’s worth having a real conversation with your people.
‘Quiet quitting’ is celebrated by workers who struggle with setting healthy work/life boundaries. Managers are panicking out of fear that workers flatly don’t want to work or kick in the extra effort.
So, what’s really going on?
Where is the chatter coming from?
Quiet quitting resonates with workers that experience a disconnect between their expectations and reality. Professional satisfaction is a direct result of an employee being able to trace the connection between their work and results. If they can’t find the correlation between their productivity and the payoff- they’re going to seriously rethink whether going the extra mile is really worth it.
It’s the job of the leader to address this disconnect. And rewarding desirable behavior is a lot more effective than punishing less-than-stellar work.
- Hope of professional advancement leads to extra effort.
- Fear of being fired leads to burnout.
- Increasing opportunities when employees take the next step leads to higher engagement.
- Taking time away from personal obligations by expecting overtime leads to resentment.
- Making the connection between the employee’s contribution and the company’s mission gives a sense of purpose.
When there’s no correlation, a job feels meaningless
Loss of control- not laziness- often leads to quiet quitting. Workers will adjust their input if they don’t think their efforts will influence a positive outcome, and to avoid negative outcomes.
What’s different today?
Workers may be expressing the same frustrations as they have in the past. But admittedly, the conversation we’re having today sounds different because the cultural landscape has changed:
The abrupt switch to remote work during the pandemic blurred the boundaries between work and personal life. For many workers, they aren’t sure how to reset. Without regular personal interaction, the relationship between managers and employees changed, creating an invisible problem for managers- they can’t address a problem that they don’t see.
Social media changes the discussion. Everybody has either seen or read about Zaiad Khan’s TikTok video casually describing his professional philosophy over a jaunty piano tune. Everybody has an opinion about it. Clearly, Zaiad struck a chord…
What to do about quiet quitting
Successful leaders that have been around the block will tell you that quiet quitting has less to do with an employee’s willingness to work harder, and more to do with a manager’s ability to build a relationship with their employees.
These relationships are going to be critical for a tech startup because loyalty to the people and the company’s vision will sustain employees through the inevitable ups and downs of getting the company up and running.
The worst thing you can do as a leader is overreact because you assume that “they” don’t want to work. In response to a WSJ article, organizational psychologist Adam Grant said, “The number of workplaces using surveillance software to track employees has ballooned. If you have to monitor people’s keystrokes, you’ve failed at management.
“When they have a meaningful mission, caring leaders, and motivating jobs, people don’t need to be micromanaged.”
Here are tips on how to address quiet quitting- specifically in a tech startup.
1. The interview process has to be robust. Does the candidate know what they’re getting into? Are they a good fit for your company, culturally and motivationally?
The startup culture is going to be an irresistible draw for the right candidate. It resonates for someone who is willing to defer monetary incentives for the opportunity to help accomplish a worthy mission. But the unavoidable lack of structure and the figure-it-out-as-you-go mentality will wear out anyone that craves routine.
Quiet quitting is a response to the mismatch between reality and expectations. This is resolved by having upfront conversations. Make sure that you clearly answer any questions so that, when they accept an offer, they’re on board with the mission- excited to roll up their sleeves and jump in.
2. Leaders and managers need to be proactive about connecting with team members.
Initiate a healthy working relationship from the get-go. Make it a common and authentic occurrence to ask how your employees are doing. Be available to answer any questions and address any concerns.
Call attention to the people who are contributing to the values of the company. Celebrate it during team meetings and company communications. Look for opportunities to compliment and encourage.
Loyalty, prompted by feeling valued and respected, goes a long way against the Quiet Quitting culture.
3. Prioritize clear communication with all employees.
Do your employees know what their job responsibilities are? According to a recent Gallup poll, among young workers who aren’t in the office full time, less than 40% fully know what’s expected of them at work. Without a clear understanding of their job responsibilities, they’re going to disengage.
Do they know how to do their job? Do they know how to access the resources they need? Training is the manager’s responsibility. Without adequate training, employees can become overwhelmed. If they’re trying to figure things out without any input, this can take time away from other responsibilities, and unnecessarily add to the time it takes to complete a task- all of which contribute to burn out.
Is there an opportunity for employees to give feedback? Anonymous surveys are a great way to hear what employees are really thinking. When someone feels heard, they feel like a valuable contributor.
4. Preempt the work/life balance concerns by offering perks.
Long gone are the days where we celebrated business leaders who sacrificed everything for a corporate cause. Thank goodness. Relationships, health, and hobbies are now recognized as necessities to stay engaged for the long run. Adults are perfectly capable of professionally excelling when their work/life balance isn’t overridden by a nervous supervisor.
Many companies offer a Balance Day. Employees take the first Friday off, for doctor appointments or catching up with laundry. Another idea is to not hold meetings on Friday.
Keep in regular communication with your people. What do they need to maintain a healthy work/life balance?
Employees will contribute when they have control over how they spend their time. The right employees are going to choose to invest in a company that invests in them.
We’re sitting up and taking notice of the quiet quitting chatter because we recognize that, at its core, it’s stirring up good conversations about the breakdown between employees and leaders. These tensions are hard on any company, but they’re especially stressful for tech startups. There’s simply no room on the bus for workers that are content to coast. The mission is too captivating and urgent.
That’s why RecruitGyan takes a holistic approach to recruitment. We’re going to make sure that your company has all of the pieces in place- to find and keep the right candidates.
Here’s to the Noisy Disruptors!
