Approximately two years prior, the phrase “quiet quitting” entered the occupational jargon. It designates workers who are no longer prepared to go beyond their formal roles for an employer, a phenomenon largely attributed to the aftereffects of the ongoing pandemic.
Contrary to popular belief, the concept of quiet quitting isn’t a new emergence. Workers have always possessed the autonomy to minimise their input if they felt neglected or overburdened. What the pandemic did, however, was to catapult this clandestine defiance to the forefront as many grew disgruntled with how their professional lives had intruded their personal lives during the nationwide lockdown. Once a modicum of normalcy was reinstated, they began to resist.
In the course of events, employers have discovered that managing quiet quitters poses a greater challenge than dealing with the inconvenience caused by an employee’s departure. Divulging neither positivity nor negativity, these workers carry on with their assigned tasks and often maintain high standards of performance, leaving their superiors in a state of unease but with no tangible issues to criticize.
While quiet quitting is subtle in its expression and elusive in its nature, an informal survey of managers indicates its prevalence has spiked in the aftermath of the pandemic. “You always had employees who clocked in at 9 and out at 5 and never volunteered during a crisis. However, there’s been a subtle but steady rise in this lackadaisical mindset imbued with a sort of passive-aggression that’s truly draining” comments a manager supervising a large finance team in a bustling multinational corporation.
“Their pessimistic outlook not only affects their morale but also the vibe of the workplace and puts additional pressure on colleagues to compensate for their lack of enthusiasm. Following the pandemic, people are less inclined to extend their working hours or volunteer for additional duties”, they added.
While employees are within their rights to question why they should go above and beyond their tasks, organisations heavily relying on workers’ overtime to keep the business afloat could be treading on thin ice. It’s only a matter of time before this voluntary extra effort dissipates and one could hardly blame the employees when it does.
Job creep, the phenomenon of employees undertaking duties beyond their original job scope, has become a common occurrence. According to organisational behaviour specialist, Professor Anthony C Klotz of UCL School of Management in London, and Professor Mark C Bolino of the University of Oklahoma’s Price College of Business, many businesses did not properly adjust post-pandemic, leading to an increased level of duties for employees.
In their article for the Harvard Business Review, they discuss how the expectation for employees to constantly go the extra mile, which was once considered exemplary behaviour, is now a commonplace occurrence. People are finding that the sacrifices they make for their job are outweighing the benefits they receive in return, leading to feelings of dissatisfaction and a trend in employees silently resigning.
They suggest that this discrepancy may stem from employers demanding more from their staff without adequately compensating them. A rethink of employees’ job responsibilities is required, outlining which duties are core and which are additional. It’s essential for employers to also assess the level of support they provide. Employees feeling unsupported may lead to burnout—a problem that could be mitigated by asking staff what they need on a personal level and remaining flexible in their approach.
A finance manager in his 50s sympathises with those silently leaving their jobs, aware it can be a challenge to maintain a motivated team amid such behavioural trends. However, he also observes the rising undercurrent of resentment from the 35 – 45+ demographic. This frustration is not solely due to job dissatisfaction, but also stems from external pressures seeping into the workplace. Changes such as tampering with hybrid working arrangements, could result in explosive backlash, further highlighting the importance of much-needed support and understanding from employers.
The outbreak of the pandemic certainly put everyone’s fortitude to the test. Many individuals fell severely sick, others had to grieve for loved ones in an unusually challenging environment, and a portion of my staff are grappling with the sustained after-effects of Covid. The repercussions are still perceptible in the work space.
[TDs informed that Long Covid services are a game of chance for those afflicted]
Regardless of what my team is going through, I am obliged to meet my set KPIs, hence my sympathy has its limitations. I greatly emphasise to my staff the use of our benefits and support systems for employees. In addition, I aim to set a precedent by attending relaxation classes during lunch breaks (provided on the premises) or stepping outside for some fresh air when the weather is favourable.
Allocating part of my budget for small incentives, like confectionery when everyone is present at work or treating them to an occasional lunch, complements my management style. I am realistic enough to recognise that these acts of kindness won’t necessarily influence the silent non-committers, however, for a number of staff members these gestures truly make an impact. As the popular phrase in the adverts puts it: every little bit assists.