What is “quiet quitting?” The wake-up call employers didn’t know they needed in 2023

Feb 13

How to create a workplace culture that makes your employees actually want to stay.

What is “quiet quitting?” The wake-up call employers didn’t know they needed in 2023 — Here at Mission Edge, we strive to maintain a team culture that makes our employees want to stay.

Today’s labor shortages make employees your most valuable asset.

But since the pandemic spurred the “Great Resignation,” a deeper, more residual issue has surfaced amongst those who have chosen to stay in their jobs: “quiet quitting.”

Some employers have written off the phenomenon – which refers to employees who only do the bare minimum of their role without buying into their companies – as a buzzword. Others tolerate it due to the tight labor market.

A 2022 Gallup survey found that at least half of the U.S. workforce consisted of quiet quitters.

To put this into perspective, if these findings are accurate, that means around 50% of Americans are going to work every day with little or no vested interest in the job they commit the majority of their day to.

This causes tension between the employees and their managers.

When employees feel they aren’t valued, they put in the bare minimum just to get a paycheck. When managers feel their employees are slacking, they aren’t compelled to reward them.

Here are some suggested actions you can implement within your organization to avoid quiet quitting. We hope you’re able to use this workplace phenomenon as an opportunity to make your culture one that everyone wants to be part of. Here are a few places to start:

1. Allow your workers to have autonomy.

While micromanagement feels safe for many people in leadership, it’s actually detrimental to the longevity and buy-in of your employees.

Each employee on your team was hired for a reason. In order for them to do their best work, they need to feel like you trust their judgment, their time management, and their ability to turn their skills and resources into an amazing finished product.

Sometimes the best thing you can do as a supervisor is to quit supervising. Set a clear expectation for the desired outcome and due date, and then get out of the way.

2. Create a sense of purpose.

No one likes the monotony of opening up their computer at 9 a.m. and closing up shop at 5 p.m., with no meaningful idea of the results of their efforts.

But that’s become the norm in American workplaces, and it’s time for this to change.

When your employees believe the work they’re doing matters, they’re more invested in doing good work. As a manager, it’s your job to communicate appreciation and value for the work your team members put in day in and day out. You can do this by highlighting the impact of your employees’ work, early and often.

3. Foster employee engagement.

No matter how many (or how few) employees you have, authentic connection is one of the most critical pieces of the puzzle in building a healthy team dynamic.

Pay attention to potential sources of toxicity within your workplace culture and cut them out if necessary. Create opportunities for employees to connect with each other and the company.

Don’t assume that Zoom happy hours or ping pong tables will bring authentic connection for everyone. Ask them what they want, and let them lead it. Giving them skin in the game will add to their sense of connection.

When employees are engaged, they’ll build trust, allowing them to comfortably communicate with one another. This will be crucial when conflict inevitably arises.

4. Listen, learn, implement.

Get comfortable in the “student” role.

As a manager, you should regularly be on the lookout for ways you can support your employees better.

Explain the “why” behind decisions you make — at the end of each day, you should all feel like you’re on the same team, working toward the same goals.

Allow your employees the space to disagree with your decisions without feeling like they’ll be “in trouble.” Sometimes a little healthy discussion is all that’s needed to find an optimal solution.

At the very least, your employees should feel that their input is valued and that you see them as an integral member of your team rather than a cog in the machine

When more employers make the decision to pause and examine the deeper issues at the root of “buzzword-y” trends, employees will begin to feel more invested in their work, and create better work as an outcome.

It’s a win-win.