50 EMPLOYEE ENGAGEMENT: ENGAGE, CONNECT AND PERFORM

from work-related activities such as meetings and assignments without publicly announcing their removal from the organization. These situations can pose significant challenges for leaders attempting to manage disengaged employees.

The impact of quietly quitting and quietly firing can cause detrimental outcomes to an organization's culture, productivity, and morale. Employees who quietly quit can spread negativity and disengagement behaviorsthroughout theworkforce, whileemployees who are quietly fired can feel betrayed, demoralized and outcasted from the organization. In both cases, the overall organizational performance often suffers.

Thus, leaders need to proactively manage these situations and minimize their impact. This chapter will explore why employees quietly quit and managers quietly fire and the various strategies leaders can use to better manage quiet quitting and quiet firing within the workplace before they become major problems.

Why Do Employees Quietly Quit?

Employees who quietly quit may become less communicative, avoid taking on new projects or responsibilities, and generally disengage from their work. According to Gallup, (September 2022), quiet quittingaccountforatleast50%oftheU.S.workforce. More alarmingly, this trend is spreading virally on social media among millions of people with analysts fearing this phenomenon could get worse. According to the poll, during the second quarter of 2022, the number of engaged workers was 32% with a small portion of actively engaged at 18 percent indicating the lowest decline between these two levels of engagement in nearly a decade. The following are some common reasons why employees quietly quit:

1. Lackofemployeecareergrowthopportunities: Employees may feel stagnant in their roles and see no opportunities for career growth within the organization.

2. Poor management: When employees feel undervalued, unsupported, and unappreciated by their managers, they may become disengaged and eventually quit.

3. Workload and stress: Employees may feel overwhelmed and stressed by their workload, leading them to become burnt out and disengaged.

4. Conflict with colleagues: Employees may experience conflict with their manager and/or colleagues or have difficulty working in a toxic workenvironment,leadingthemtoquietlyquit.

5. Personal reasons: Employees may have personal reasons such as family obligations, relocation,orhealthissuesthatrequirethemto leave their job.

It is important for leaders to be aware of these reasons and take proactive measures to address them before employees become disengaged and quietly quit. Bycreatinga positivework environment, offering career development opportunities, and addressing conflicts or stressors, leaders can improve employee engagement and retention. The following are some strategies recommended action steps that managers can use to avoid employees from quietly quitting:

Strategies Managers Can Useto BetterManage

Quietly Quitting from Staff

1. Regularly check in with employees: Managers shouldregularly check inwithemployeesto get a sense of how they are feeling about their job and the organization. By having open and honest conversations, managers can identify potential issues early on and work to address them before employees become disengaged.

2. Provide clear expectations and goals: Managers should provide employees with clear expectations and goals, and regularly provide feedback on their progress. This can help employees stay motivated and feel a sense of purpose in their work.

3. Offer career development opportunities: Employees want to know that they have opportunities for career growth within the organization. Managers should provide training anddevelopmentopportunities,aswellasclear pathways for career advancement.

4. Fosterapositivework environment: Managers should create a positive work environment where employees feel valued, respected, and supported. This includes recognizing and rewarding employees for their contributions and addressing conflicts or toxic behaviors in a timely manner.

5. Beopentofeedback: Managersshouldbeopen to receiving feedback from employees and taking action to address any concerns or issues. This shows employees that their opinions are valued, and that the organization is committed to continuous improvement.

6. Addressworkloadandstress: Managersshould regularly assess employee workload and stress levels and adjust as needed. This could include redistributing tasks, providing additional resources or support, or implementing stressmanagement programs.

The phenomenon of quietly quitting can adversely affect an organization's productivity and morale. However, as discussed in this chapter, there are several strategies that managers can use to avoid quietly quitting, includingregular communicationwith employees, setting clear expectations, offering career development opportunities, creating a positive work environment, being open to feedback, and addressing workload and stress.

Implementing these strategies requires effort and commitment from leaders, but the long-term benefits of higher employee engagement, retention, and productivity make it a worthwhile investment. By fostering a culture that values employee feedback, promotes professional development, and prioritizes employee well-being, managers can prevent quietly quitting and create a positive work environment where employees feel supported and valued.

Furthermore, proactively managing quietly quitting and implementing the strategies discussed in this chapter can help leaders create a thriving and productive workplace, which benefits both the employee and the organization.