A recent survey by leading law firm, Irwin Mitchell, has found that 90 percent of people do not know what quiet firing is.
It also found that a staggering 23 percent of women in work have been actively ignored by their manager, whilst 25 percent of women have been in roles where they have not received feedback.
The research reveals that 23 percent of women in the workplace have purposely had information withheld from them making them want to leave their roles.
It also found that 34 percent of the UK have experienced workplace bullying “disguised” as banter.
What is ‘quiet firing’?
Quiet firing is defined as behaviour or actions by an employer that makes employees feel like they are no longer wanted, forcing them to quit. However subtle, this gas-lighting behaviour can have concerning consequences for an employee’s confidence, performance and livelihood.
This is different to ‘quiet quitting’, a ‘phenomenon’ which came in response to pandemic burnout that saw employees only doing the work they’re paid to do – shunning extra work and going the extra mile.
What are the impacts of quiet firing on the workplace?
Workers’ lack of knowledge about quiet firing poses serious concerns about whether employees can identify unlawful behaviour in the workplace which gives them the right to bring employment claims such as discrimination and constructive dismissal claims. Irwin Mitchell wants to raise awareness of the impact such bad behaviour can have on employees and the important measures managers should put in place to avoid ‘quiet firing’.
By asking respondents to detail whether they’ve experienced a number of inappropriate workplace behaviours, Irwin Mitchell can reveal that being made to feel uncomfortable by someone at work was the main reason women left their jobs.
A quarter of women also said that their role had been changed without proper explanation or consultation, creating an unnerving and uncertain working environment. This, alongside being excluded, looked over or ignored, can force women from their jobs.
Deborah Casale, Employment Law Partner at Irwin Mitchel, comments:
“There really is no excuse for treating employees in this way. If there is a problem with a member of staff, employers should deal with the issue rather than making the individual feel so uncomfortable or undervalued that they leave.
“The widespread knowledge gap among employees around quiet firing is concerning. This type of behaviour can form grounds for constructive dismissal if it breaches the implied term of trust and confidence in the employment relationship and the employee has more than two years of service. Employees should be aware of their legal rights in these situations and should take advice at an early stage to protect their position. Likewise, employers need to be aware of the dangers of quiet firing.
“If the employee is being discriminated against or is being treated badly because they have blown the whistle, there is no requirement for two years of service. There are strict time limits of three months less to bring claims in the Employment Tribunal, so employees need to understand their rights at the outset. Employees may also wish to submit grievances or negotiate a settlement to leave.”
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.
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