What is "quiet quitting" and why is it causing more and more trouble for employers and workers?
We have good news and bad news for you. The good news is that the global pandemic, after almost three years (yes, we know), is no longer a hot topic. So many. The bad news is that the consequences of the global pandemic are noticeable and felt. And it will probably be noticed and felt.
Work is just one area of our lives that has been affected by the COVID-19 lockdown. Our workplaces have changed, maybe even positions, but most importantly - our perceptions and expectations regarding careers have changed. Some found themselves in that period, some realized they wanted more, and some just faced dissatisfaction that continued to simmer within them even when the situation somewhat returned to normal.
And that's how quiet quitting was born
The so-called silent dismissal is not a new phenomenon, although perhaps its name is. You must have encountered it in 2022 when a kind of movement emerged on social networks, where users stated the reasons why they decided to quietly quit. What is common to all of them is dissatisfaction due to overtime, of course unpaid and unappreciated work, and burnout as a logical consequence. Many agree that overtime has become a norm that is taken for granted and glorified, while employees' needs are not considered an important factor in successful business.
"I think the big problem is that employees still strive for change and to have a purpose in what they do, but the announcement of a major crisis and recession slowed down their decisions. That's when the phenomenon of silent resignations appeared - employees still want to leave the company, but they are afraid of change and uncertainty and decide to stay in the company," says Nikola Milosavljević, managing partner at HR Fabrica.
He explains that the concept of silent resignations actually represents a situation when an employee stops working with quality, becomes uninterested and unmotivated, but does not want to change jobs due to existential conditions.
"He is present at work, but his quality of work, productivity, and motivation are at a minimum, and that concept is called presenteeism - I am present, but I do not work or work with minimal effort," says Milosavljević, and adds: "Here the task of the HR team is very important, his role is to carefully talk with the employee about their needs and to try together to find a solution - what is best for the employee and the company at that moment."
As a result of the silent resignation, productivity is significantly reduced, and the lack of enthusiasm and any positive energy is noticeable and should be a call to action for employers to think seriously about what is not working in their work environment and how they can correct it.
"It is important to understand that people are the basis of every business, and as much credit is due to your success as a director, so is the credit of your team, your employees. Success is not possible when your people are dissatisfied, when nothing moves them, and when they do not see the purpose of cooperation with you," believes Milivoj Đorđić, general manager of the Adria region at Smartpoint Adria.
Managers sabotage satisfaction
In response to quiet quitting, quiet firing occurred. This time, it is not the employees who are boycotting the system, but the managers. With their behavior that is anything but supportive and motivating, they seem to be sabotaging the satisfaction, success, and progress of colleagues who are on the hierarchical ladder below them. Quiet firing lowers employee morale and destroys performance due to a lack of adequate interaction, feedback, and a healthy work atmosphere.
Consequently, there is constructive dismissal, that is, a situation in which the employee is forced to leave the company because the employer has created a hostile or intolerable work environment or applied other forms of pressure.
"Talk to your employees, listen to their needs, respect their opinion - find a common language. You are on the same page, you play on the same team, and you should have common goals and values that connect you. You don't have to consider your team as your family, but there must be an equally pleasant and supportive atmosphere in your team, and all of its members are responsible for it," emphasizes Đorđić.
Instead of demeaning the role of their employees, managers should turn to recognizing and developing their talents because, as mentioned, business success is always a joint success. This especially applies to young people who are just starting their careers and are therefore optimistic and ready to work.
"Recognizing talent also requires the quality involvement of the mentor, which means special time that the mentor devotes to his younger colleague. The problem is in the time and tasks that the mentor performs, which unfortunately puts the development of young talents in last place," explains the general manager of the Smartpoint Adria agency, Milivoj Đorđić, and adds that managers must be aware that mentoring involves working during working hours and not after 5-6 p.m. when a person can't show what he can do and dedicate himself to his "student" with a "fresh head."
"I think the key to success is the manager's decision to divide the work in a quality way, which means that a good mentor must have time for his people, not just for the business," Đorđić points out.
Labor hoarding
Therefore, there are also employers who want to keep their employees, sometimes at any cost. The so-called labor hoarding is a reaction to the year 2020 and the period of the global pandemic when a huge number of people quit their jobs. In fact, some companies still haven't recovered from the "Great Resignation" and have had many positions open for a long time.
Interestingly, labor hoarding can be considered a positive change in the labor market. "If the turnover of employees is low and the employees are also satisfied with their workplace, a good image of the company develops, which will be attractive to potential new colleagues. It's really time to overcome the current philosophy of disposable workers," believes Milivoj Đorđić.
Nikola Milosavljević, managing partner at HR Fabrica, agrees that employee satisfaction is key to staying in companies. But how do we achieve this? How do you motivate and retain them?
"In the fight for talent, companies often exaggerate their promises to attract employees, and then those promises are not fulfilled when the candidate starts working for them. You should always be honest. I always advise clients to bring up both the pros and cons of the job during the interview process. For example: we work a lot, but you are well paid, or we have a stressful environment because we work with clients who have their own deadlines, but that's why we have team-building once a month, good bonuses, and the like. However, this part is often kept silent while only good things are presented," concludes Milosavljević.
Changes in the labor market are not only due to external factors that are difficult to control but also due to the arrival of new generations who expect much more from their careers than we might have expected and who are ready to fight for it. It's time to listen to what they have to say - but also to really hear them.
Text written for the BIZLife website by: Ivana Tomić, Smartpoint Adria Brand Specialist
Photo: Unsplash