Indicators of Quiet Quitting • Missed deadlines and goals • Lack of participation in meetings • Decreased interest in sharing input • Increase in absences and sick leaves • General withdrawal from employer’s culture • Heightened cynicism HOW TO ADDRESS QUIET QUITTING The good news from the employer’s perspective is many people who could be classified as quiet quitters can be persuaded to work to their full potential. Employers need to do more than touch base with employees; they need to better understand and empathize with them. Most organizations should be taking the pulse of people on a daily or weekly basis instead of focusing on annual engagement survey results. Have frequent conversations with employees, including a development strategy to provide more personal support or personalized motivation, such as supporting their educational goals or interests. The conversations aim to better understand employees’ day-to-day assignments, make a personal connection, and improve the employee experience. Then create/ implement programs to make it happen! Be sure your employees know that flexibility is available to them as much as the workplace permits. This could include granting employees more control over timelines or deadlines, shifting away from clearly arbitrary rules or making similar allowances. Trusting employees to function this way may take a leap of faith but can pay dividends down the road. Reduce the unknown with well-defined and sustainable work practices. For example, everyone should know how communications are handled across the company, how the work performed contributes to the overall mission and how those who do highimpact work are recognized. That level of clarity and predictability can go a long way. Organizations must realize and acknowledge that employees are redefining work and will no longer play the game the same way. Employees who feel more included and valued, especially by their manager, typically have higher levels of well-being, leading to greater job engagement and a higher likelihood of putting in additional effort to help the organization and fellow workers. It is important to remember that quiet quitting by employees usually isn’t so quiet to perceptive organizations. In uncertain economic times, with recession talk a frequent occurrence and reductions in the workforce on the table, organizational management should evaluate the impact of individual employees and how they are contributing to the attainment of organizational goals. Employees should have better work/life balance and boundaries yet still perform at an achievable level for career success. The elimination of quiet quitting in the workplace can and should be a “win-win” for all. What organizations need to understand now is that employees are redefining the relationship between employers and employees. Community Banker 21
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