I recently came across a discussion regarding the emerging trend of “quiet quitting.” It refers to the phenomenon of employees clocking in and out while keeping their heads down. They do the bare minimum that is required of their job and offer no extra time, effort, or enthusiasm than absolutely necessary. I prefer to use the term “employee disengagement” since it has been around for longer, and gets around the fact that “quiet quitting” is actually a misnomer. Quiet quitters are not employees who quit, rather they are doing their jobs but with the intention of offering the bare minimum and collecting a salary for it.

The phenomenon has been on the rise recently, making managers and business leaders take notice. The Conference Board produced a study on workplace engagement which found that quiet quitting costs businesses up to $1.5 trillion worldwide annually. As most workforces are still operating on a hybrid work schedule and employees have shown a preference towards working from home, addressing this issue becomes even more critical. In this blog, I will offer my two cents on the issue and explain what business leaders can do to tackle quiet quitting in the workplace. 

What Is Causing Quiet Quitting?

The origin of the term “quiet quitting” is rather vague. According to the Los Angeles Times, Nashville-based corporate recruiter Bryan Creely used the term “quiet quitting” for the first time in March 2022 on TikTok and YouTube. Other online resources point to a workplace phenomenon called “lying flat” that started in China a few years ago. However, despite the variation in terminology, there is consensus on what is driving quiet quitting.

The primary cause of quiet quitting is unappreciated employees in the workforce. When workers do not feel appreciated or acknowledged enough for their work, they tend to resign themselves to doing the bare minimum. According to a study conducted by Octanner, 79% of employees said that receiving more praise from managers and workplace supervisors will increase their level of engagement and job performance. Without the proper recognition or motivation for their work, employees will not have the incentive to offer more productivity than what’s needed. 

Quiet quitters will also not stay later or show up earlier than the company’s work timings. This might extend to not replying to messages beyond business hours. While some managers are quite open-minded about this behaviour, it underlines another factor behind quiet quitting. ‘

The Social Uproar

A viral TikTok video on quiet quitting by content creator Zaiad Khan puts it in direct terms: quiet quitting is a rejection of the hustle culture and a reclaiming of work-life balance. Employees whose primary motivation for a job is simply to earn money will tend to create a culture of quiet quitting in the workplace. According to a Pew Research survey on workplace data, nearly half of all US employees, or 47% to be precise, believe that working is only a means to pay the bills. I believe this is the case with workplaces in other countries, including India. When employees are not able to see their contribution or value to the business and see their job simply as a source of money, it results in quiet quitting.

According to a Gallup report, only 15 percent of employees are actively engaged at work, which means up to 85% of the workforce could be practising quiet quitting in some form. This leaves workforces with individuals having low morale and productivity, which directly affects business outcomes. Moreover, quiet quitters see their 9-5 as a source of income, rather than an opportunity to learn, network and develop their skills. While some thought leaders believe that the causes of quiet quitting (job dissatisfaction and poor work-life balance) justify it, I believe it is driven by equally harmful outlooks by both parties. Hence, managers need to work together with their employees to understand the causes and tackle the issue of quiet quitting. 

What Can Business Managers And Leaders Do? 

The onus of reducing quiet quitting in workplaces is on the business. They need to ensure that their employees are appreciated, motivated and engaged enough. This means managers need to be more appreciative of employees’ contributions and make them feel valued. Discussing their career plans and goals to create roadmaps for growth will also keep employees engaged and productive. Managers and supervisors also need to have one-on-one conversations with quiet quitters about their challenges, and present opportunities for ownership and responsibility. More than anything else, business leaders must acknowledge the fact that professionals across the globe are demanding a better work-life balance than ever before. This means creating a culture where employees don’t feel overworked or exploited.

To Sum Up

Quiet quitting is a significant issue in workplaces that needs to be dealt with by managers and leaders. I believe that businesses need to strike the right balance between business requirements and those of their employees. When individuals offer additional time, effort or productivity, it must be recognized and appreciated. Although drawing a line between personal and professional lives is important, I also feel every worker needs to carry the motivation to develop and grow in the workplace. Without the desire to learn and do better, managers will find it challenging to convert quiet quitters into productive workers.