Jason Leverant serves as the President and Chief Operating Officer of the AtWork Group, an award-winning national staffing firm.
The fallout from the pandemic led to a battle over the future of work. As employers grappled with remote working and hybrid schedules, employees were coping with high levels of stress and unprecedented burnout. Workplace dissatisfaction led to the “Great Resignation,” with more than 47.8 million Americans quitting their jobs in 2021, many for roles with better pay and work-life balance. The trend continued in 2022, with 50.5 million people leaving their jobs—most of them to take on a new role.
The low unemployment rate allows employees to challenge the status quo, and a new buzzword for an old trend has emerged. “Quiet quitting” refers to employees disengaging from their work by reducing their efforts and gradually withdrawing from their responsibilities. These workers are doing the job, but they’re not exceeding expectations. They may start showing signs such as decreased productivity, lack of enthusiasm, reduced interaction with colleagues and a general decline in performance.
A recent Gallup poll revealed alarming statistics on employee engagement: 59% of workers are not engaged, and 18% are actively disengaged on the job. On top of that, 52% of workers are experiencing a significant level of stress, and 18% reported that they were generally angry on the job in the U.S. and Canada. Based on those results, it’s not surprising to learn that 47% of workers in the region are actively searching for a new job.
Fortunately, there are steps company leaders can take to future-proof their workforce. As the president and COO of a company that puts people to work by helping businesses discover workforce solutions they may not have considered in the past, I recommend companies combat “quiet quitting” and improve employee engagement by fostering an agile team and optimizing the hiring process.
It’s time to raise the bar.
Building and maintaining an engaged workforce is a driver of organizational success. As Srishti Negi wrote, “Employee engagement goes beyond mere job satisfaction. It encompasses the emotional connection, commitment and enthusiasm employees have toward their work and the organization.” If you’re experiencing a noticeable dip in employee engagement, here are some steps you can take to get your employees back on track.
1. Focus on training.
“Quiet quitters” want to be inspired and motivated, according to Gallup. Create opportunities for professional development, and promote a culture of continuous learning, innovation and agility to engage employees.
When your team feels supported and valued, they’re less likely to disengage and quietly withdraw from their responsibilities. An agile workforce will embrace change, adapt quickly to new challenges and feel a sense of ownership and empowerment in their roles.
2. Streamline hiring.
When managers efficiently identify and onboard new talent, they can prevent workload imbalances and reduce the burden on existing employees. A streamlined hiring process involves clearly defining job requirements, optimizing recruitment channels and leveraging technology for candidate screening and selection. Managers can maintain a cohesive and motivated workforce by ensuring a smooth transition for new hires.
3. Harness a dynamic workforce.
Tapping temporary workers allows you to adjust your staffing levels based on workload fluctuations to alleviate employee burnout. Hiring contract workers also allows you to assess their skills, work ethic and cultural fit before making a permanent hiring decision. This vetting process enables you to build an enthusiastic team of people who align with your company’s values and demonstrate the desired level of commitment and performance.
4. Make workforce adjustments.
Amid concerns about a limited talent pool during periods of low unemployment, it is crucial to cull underperforming staff. If you have an employee on your team who displays characteristics of a “loud quitter,” it’s time to act. Loud quitters frequently voice complaints about their job, openly criticize company policies or management, maintain a negative attitude or engage in disruptive behaviors that negatively impact the workplace environment. They can create a hostile work environment and decrease team productivity and morale.
In the age of quiet quitting, employers must set realistic expectations. People on your team have different personalities and career goals. It’s natural to have high-performing employees working alongside people who do the bare minimum to earn a paycheck. Employee performance is a bell curve, and it’s our job as leaders to maximize the potential of that curve!
Ultimately, building employee engagement is an ongoing effort that requires a holistic approach and commitment from organizational leaders. But the fact remains: Hard work can pay off. When employees are genuinely engaged, they can become passionate contributors. This results in innovation, increased productivity and overall company growth—results all organizations strive to attain!
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