“Quiet Quitting,” or Disengagement By Another Name
“Quiet quitting” has been making headlines lately – so there’s no need to do yet another post on this trend. But to me, it’s disengagement by another name. And it’s a serious problem for businesses, but not for the reasons you’d suspect.
Too often, the problem had been blamed on a perceived sense of entitlement, that “millenials” or “Gen Z” come to work with expectations of certain rights.
However, the pandemic has significantly changed the paradigm. Managers can no longer ignore employees’ concerns or chalk it up to generational issues (too often, I would hear, “millenials just don’t get it…in my day…”). And to be honest, they never should have. Even in this HBR article, published just before major shutdowns in mid-March 2020, employees were unhappy, with over 85% reporting that they were disengaged at work.
The solutions have always been there. But now, following the Great Resignation, remote working, and hybrid work schedules, it is even more vital for business to implement some form of active managerial involvement. Examples include John Doerr’s OKR method and the Manager Tools Trinity (one-on-ones, feedback, coaching, and delegation). Primarily, this should be done at the manager level (i.e. assessment of tasks, priorities, goals, deadlines). Additionally, managers should be aware of situations that should be referred to Human Resources (complaints about discrimination, harassment, or retaliation). Either way, there needs to be renewed focus to address and work out an employee’s issues. Those businesses that fail to do so risk continued “quiet quitting” from their disengaged employees. #employment #engagement #management #okr #managertools