From Burnout to Disengagement: Addressing Quiet Quitting

Despite the anticipated economic downturn and waves of massive layoffs, quiet quitting is not expected to dissipate as employees continue to strive to reclaim agency and establish work-life boundaries. The buzzword emerged in 2H22 with a negative connotation among employers, media and academic institutions. Regardless of the concept's interpretation, it is up to businesses to understand and respond with practices and policies to curb quiet quitting in their organization and check its associated risks.

While this complex phenomenon is still unfolding, industry leaders highlighted the importance of implementing strategies to maintain a productive and engaged workforce, such as open and honest dialogue, trust-building, recognition and compassion.

“Quiet quitting happens when employees disassociate from the company due to being burnt out, resulting in employees putting in the bare minimum effort," said Maria Jóse Arroyo, Total Rewards HR Director Mexico, Panama, and Guatemala Cluster, Procter & Gamble.

Quiet quitting has become a noticeable trend in the workplace, with employees silently disconnecting from their work rather than quitting openly. While this can be seen as a way for employees to establish work-life boundaries, it can negatively affect businesses. As this trend continues, companies need to comprehend and tackle the underlying factors to sustain a productive workforce.

Experts describe quiet quitting as a lack of engagement and commitment to work, with employees showing no willingness to go the extra mile. The pandemic has made this issue more prevalent as employees re-evaluate their work-life balance. As a result, companies must now offer a purpose that employees can connect with to avoid work turning into a strictly transactional relationship. Experts emphasized the importance of respecting people's autonomy to avoid disengagement from the organization. While quiet quitting should not be viewed as entirely negative, companies must identify why employees may no longer want or be able to give their all to the organization.

"A comprehensive and well-being-oriented environment should be implemented. Otherwise, work becomes merely transactional and can push the employee to isolate mentally," said Arturo Corominas, Director of Learning and Transformation, L'Oréal.

Companies should strive to create a culture of trust and genuine well-being among employees. This can be achieved by ensuring that managers are committed to building valuable relationships with their team members. Companies must invest in human relationships since they are a fundamental element for the proper functioning of companies. Additionally, they can provide channels for employees to provide feedback, which may foster a sense of belonging and support in addressing any issues causing demoralization.

Industry leaders also emphasized the significance of monitoring employee turnover rates and taking measures to ensure that employees feel valued, which can help reduce voluntary resignations. "Mentally isolated employees who do not quit can experience dissatisfaction and cause additional costs to the company," said Carlos Vivar, Talent Director, Arca Continental.

Leaders play a crucial role in preventing quiet quitting and maintaining a positive work environment. Their behavior and approach to managing their team can influence employee engagement and motivation.

To reduce quiet quitting, leaders can build trust with employees through open and honest communication. This can be established through a transparent and non-judgmental dialogue, allowing employees to feel comfortable expressing their concerns and ideas. The approach can help leaders identify potential issues before they escalate and become more challenging to address. Another strategy is to recognize the importance of compassion and empathy in leadership. Employees want to feel that their leaders care about them as individuals, not just as workers. Leaders who show compassion can create a sense of community and belonging in their team, which can be critical to maintaining a positive work environment.

Experts also emphasized the importance of recognition and positive reinforcement in preventing quiet quitting. Employees who feel appreciated are more likely to remain engaged and committed to their work. Leaders can recognize their employees' achievements and contributions through various means, such as regular feedback and acknowledgment of their hard work.

Moreover, the panelists highlighted the importance of leaders developing a comprehensive understanding of human resources (HR) management. Leaders who possess knowledge of HR procedures and practices are better equipped to handle employee-related issues effectively. Leaders’ attitudes and behaviors toward their team, combined with their expertise in HR, can help foster a positive and engaging work environment that encourages employees to stay and grow with the organization. "We do not necessarily have to be a family but it is essential to foster a climate of authentic trust and well-being," Corominas concluded.