Quiet quitting (doing the minimum amount of work to retain a job) has been a long-term phenomenon that has previously been confined to the human resource and business journals. Now, thanks to social media, it is discussed openly on smart phone screens. Previously, it was viewed as a way to resist having to do more than agreed upon. Now, quiet quitting is viewed as way to get attention and make demands for better rewards. Numerous workforce surveys show 75% or more of employees feel some level of burnout and stress. For many, quiet quitting has become a survival tool.
Quiet quitting is hard to quantify and even harder to address. It is a symptom of many issues that have existed under the radar and out of the sight of organizational leaders. Ironically, it is also reflective of the organization doing some positive actions because people have remained in the organization. Perhaps It can be best viewed as a measure of the level of unhappiness. On an overall basis, it is a failure of the company culture to meet the needs of some of its workers.
As workers are doing the minimum, it is hard to use a statistical analysis to measure the magnitude of the problem. It is even harder to get honest feedback from within the organization because keeping the job is still a priority for the worker.
The recommended response to addressing quiet quitting issues is a culture assessment using a combination of self-analysis surveys and an outsider audit. The Work-Tech Program has been developed to help organizations implement a proactive strategy addressing cultural issues like quiet quitting.
If you would like to explore a culture assessment strategy, the work-tech team is available to assist. A series of self-assessment questionnaires have been developed. A work-tech team member is available to work with members of your organization to provider outsider input and work with you to develop an action plan to address uncovered assessment issues.