Commentary by Dr. Whitesel: We often notice that people are changing in their passion for a job as well as their performance level. But what do we do about it? Here are several good ideas from a recent article in Fast Company magazine.
“This is what’s really behind Quiet Quitting (and what leaders can do about it)” by Ben Reuveni, Fast Company, 8/31/22.
…Many leaders see ghost quitting, also known as quiet quitting, as a people problem, but that’s not the case. It’s a failure of traditional HR methods that don’t work anymore. The pandemic accelerated a shift in how employees think about work. People are demanding flexibility in their jobs as they give equal or greater focus to family, travel, or passion projects. Contributing to this trend is the fact that employees feel trapped and unfulfilled in the roles they hold today. According to one of our recent surveys, over half of employees say their current role doesn’t make good use of their skills. A separate report reveals that 43% say they don’t have enough opportunities for internal mobility.
…According to McKinsey, the top reasonpeople left their jobs last year was a lack of career development and advancement. HR teams, people managers, and senior leaders need to give their employees more flexibility, more visibility into internal growth possibilities, and agency to pursue them.
Double down on investing in developing people.
…The quiet quitter’s mindset is a symptom of a work environment where people feel cornered or stuck. Organizations must fundamentally change the way they think about work, proving their people come first. They can start by creating access to development and internal job opportunities. According to Gallup, companies that made a strategic investment in employee development report 11% greater profitability and are twice as likely to retain their people.
Try job sharing or peer mentoring.
… Since the pandemic began, many CHROs have reported a spike in employee interest in gigs and mentorships. Gigs offer people exposure to new leaders and coworkers in other departments and locations. They also provide the chance to add or reinforce skills that could lead to an internal career move. Through mentorships, employees and leaders can learn from each other without the stakes of a manager-direct report relationship.
Many companies are even embracing job sharing—splitting one job between two or more employees. Job sharing can help to beat quiet quitting by providing relief to employees who feel overworked, and connecting them to a complementary and engaging partner.