As the quiet quitting movement gains momentum among employees, the experts at business comparison site NerdWallet give 5 tips to employers and leaders on what quiet quitting is and how to prevent it.
What is ‘quiet quitting’?
Quiet quitting sounds like workers are giving up on their job when in fact it’s a reduction in going above and beyond in their role. This is a term to describe employees doing the required minimum, as outlined in their job description. Therefore, they are ‘quitting’ a hustle culture that puts work above personal time in order to seek a better work life balance and sense of self worth.
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Is this a problem for employers?
If a high performing employee suddenly reduces their output, but is still meeting the expectations set out in their job description, this may cause employers to reevaluate their role or worth to the business.
Employers will need to consider the needs of their employees and this could come down to ensuring a good life balance and fair salary is in place to keep all parties satisfied.
How can employers keep employees happy?
NerdWallet’s business finance expert, Connor Campbell, gives his advice as to how employers can help their workers be happier and more engaged in their role.
- Arrange regular check-ins
Communication is important in any relationship, whether that’s in or out of work. Setting time for regular one-on-one meetings will give you the opportunity to ask questions and receive feedback as to how your employee is getting on at work.
It’s important to be open to any criticism and to also be prepared for any questions relating to your employee, whether that’s pay, culture or any personal issues that may arise. A rise in outgoings due to the cost of living crisis is highly likely to be on the minds of workers right now, so offering support or letting them know they have support could be of great help.
2. Set clear career paths
Your employees may not go the extra mile if they can’t see their future with your business. You can take steps to fix this, such as by showing what career opportunities are available within your company, as well as any packages that may come with this.
Training can be a big driver in career development, so setting aside time and resources to upskill your employees could make a huge difference in how they approach their day to day work. Your employees will want to feel like they can be trusted in their role, so finding ways to give them a sense of autonomy can help achieve this.
3. Consider team building activities
In an age where people are adjusting to life post-pandemic, some people may feel lonely or not in touch with their line manager or colleagues. To help prevent feelings of isolation, arranging team building activities may help to remedy this.
Not all people will want to attend social events, so it’s important to make these voluntary events, rather than compulsory. Online events may have been exhausted during the pandemic, but they can still play a role to ensure inclusion.
4. Use tools to manage time
If you have a handle on the workloads of your employees, you’ll be able to get a feel for whether they have too much on their plate. If they do, they may be stressed or feel undervalued.
Tools such as Asana and Trello are great ways to visualise a team or individual’s workload, whereas a shared Google or Microsoft calendar can help prevent too many meetings.
5. Be flexible
Quiet quitting has become a talking point because employees feel they want a better work life balance, so you may find workers are happier and more productive if you can offer a flexible working arrangement.
A recent NerdWallet survey found that 72 percent of UK workers are either in favour or strongly in favour of a four day working week. Not all employers can offer this, but it may be worth asking for employee feedback and seeing what your business can do to improve work life balance.
Amelia Brand is the Editor for HRreview, and host of the HR in Review podcast series. With a Master’s degree in Legal and Political Theory, her particular interests within HR include employment law, DE&I, and wellbeing within the workplace. Prior to working with HRreview, Amelia was Sub-Editor of a magazine, and Editor of the Environmental Justice Project at University College London, writing and overseeing articles into UCL’s weekly newsletter. Her previous academic work has focused on philosophy, politics and law, with a special focus on how artificial intelligence will feature in the future.
- Amelia Brand
- Amelia Brand
- Amelia Brand
- Amelia Brand
