January 19, 2023

Third Thursday Thoughts, 17th Edition

Third Thursday Thoughts

Quiet Quiting – The Newest Workplace Buzzword.

Although it may seem to be about someone quitting their work, it alludes to a revolt against the mentality of going above and beyond the call of duty.

In addition to causing everyone’s life to be disturbed by restrictions and a ban on public meetings, the COVID-19 pandemic also caused some people to reevaluate their professional choices. The phrase quiet leaving doesn’t mean that employees quit their jobs; rather, it means that they perform the minimal duties that are expected of them. This may include, not arriving to work on time, declining ambitious initiatives, restricting their work to only that which is required by their job description, distancing oneself from one’s employment, and/or establishing firmer work-life boundaries.

They perform the bare minimum to get the job done and establish clear limits to enhance their work-life balance. These employees continue to perform their job obligations but do not adhere to the norm that work is life and adapt a philosophy that would enable them to advance their careers and make an impression on their superiors. They follow their job description to the letter, and when they go home, they put work in the past and concentrate on tasks and activities that are not related to their employment.

Since many businesses are now requesting that their employees return to the office, these workers may get disengaged from their professional obligations because of the lost freedoms.

Some other causes for quiet quitting include:


Poor leadership is among the most frequent causes of resignation. The way employees feel about their managers is important, and they are more likely to look for a new job if they believe their direct supervisors are ineffective or have a poor management style.

No room for growth

Every person wants to progress in their career, but when they learn that there are few opportunities for this to happen at their company, they quit their employment and look for other ones. Employees want to believe that working with the firm would allow them to advance in their careers.

There is no praise or reward

Many workers frequently lament the lack of rewards and recognition in their workplace. When employees’ contributions are not valued, it is just a matter of time before they begin to look for other employment.

Corporate culture in general

Whether or not it has been formalized, every organization has its own culture. How coworkers interact with one another is determined by this culture—or lack thereof. People are far more inclined to look for a company that closely resembles their cultural norms if they feel they have been mistreated at work or that the work environment is poisonous and unproductive.

It’s critical to be aware of any warning indications that might point to a team member quietly leaving; otherwise, you run the risk of negatively affecting team dynamics, employee happiness, and the working environment for other employees.

What can an employers do?

Communicate well

To keep a worker from losing interest, communication is essential. It is crucial to hold frequent team and one-on-one meetings, ensuring that staff members are aware of expectations, and they have the resources to thrive in their responsibilities. These may strengthen connections between employees and managers and serve as a wonderful opportunity to talk about professional objectives and advancement possibilities.

Communication is a two-way street; managers should provide several chances for employee input. It’s critical to pay close attention to your employees’ requirements whether you use surveys, evaluations, or company-wide meetings.

Have a Plan

Establish who you need to recruit and when; workforce planning helps estimate company demands and identify present shortages. To increase engagement and retention, a part of this involves evaluating the talents of current workers and placing them in positions where they can be best utilized.  

For managers, give the required training and resources to improve current employees for the future. Effective workforce planning also aids in identifying skill shortages. The goal is to maintain proper personnel numbers and prevent overtaxing your current staff by anticipating your company’s future needs.

Invest heavily in your employees

A lack of opportunity for professional development and progress was one of the main causes of resignations in the previous year. Career pathways that are in line with employee interests and business objectives must be actively developed by organizations. A key component of a successful retention strategy is investing in programs and tools that will help workers grow.

Improving the work experience is the best strategy to stop disengagement. Talk to your staff, get their input, and brainstorm ways to show them you care. Simple words of encouragement might suffice.

Make sure there are suitable boundaries and realistic workloads to preserve a work-life balance. It’s crucial to follow up with staff members to ensure that these boundaries are understood and to foster an honest and open working environment.

Help employees cope with stress, and make sure to prioritize their mental health. Businesses can promote wellness among their staff members in many ways. For example, Marcum Wellness was established to provide resources for both the physical and mental health of our employees.

In summary, by creating and supporting a positive work culture / environment we can find ways to minimize Quiet Quitting and enhance the overall employee experience.