Content area
Full Text
Page Content
Worker disengagement is not a new trend, but it is the latest viral challenge HR leaders are facing. The term "quiet quitters" has recently been coined to describe employees choosing not to go above and beyond at work.
As a Gallup poll reveals, "quiet quitters make up at least 50 percent of the U.S. workforce, probably more." Detachment at work has been increasing since 2018, based on Gallup data collected since 2000.
Some managers are responding by using "quiet firing" practices. According to a Resumebuilder.com survey, 1 in 3 managers are using passive-aggressive tactics to make work uncomfortable for the employee, in hopes that the "quiet quitter" will just leave.
Quiet firing, like quiet quitting, is not new. A LinkedIn News poll found that 83 percent of respondents reported having faced it themselves or seen it used in the workplace. In a market where retention and staffing shortages reign, it is more critical than ever for leaders to acknowledge and avoid the behavior.
In new findings from the SHRM Research Institute, fewer than 36 percent of respondents to a survey from SHRM are reporting that quiet quitting is actively occurring within their organization. But of HR professionals who do report that their organization is experiencing quiet quitting, 3 in 5 (60 percent) say their organization's culture leads to this behavior, with qualitative data revealing management issues (e.g., lack of engagement, communication issues, poor people management)...