Quiet Quitting
The concept of “quiet quitting” has become increasingly prevalent, particularly among business owners who are familiar with this phenomenon. While employees may fulfill their job duties, they often lack the initiative to go above and beyond, or are psychologically disengaged from their work. According to 2023 Gallup data, nearly 6 in 10 employees globally fell into this category.
So, how can organizations prevent this from happening? The key lies in fostering employee engagement. A highly engaged workforce not only drives organizational execution and growth but also eliminates the possibility of individuals “hiding” within the company. By consistently prioritizing and genuinely investing in employee engagement, rather than treating it as a mere checkbox exercise, organizations can effectively mitigate the impact of quiet quitting on their overall performance.
Two main organizational issues cause quiet quitting:
- An organization that fails to prioritize employee engagement as a constant and integral part of its organizational strategy may encounter challenges.
- This includes having ineffective managers who lack the necessary resources, tools, and training to effectively engage, train, develop, and retain employees.
As we enter 2024, I foresee a growing emphasis on employee engagement strategies and increased investment in people within organizations. Particularly in the era of heightened remote work, there will be a deliberate focus on nurturing the employee-manager relationship. Remember, if you want your employees to be invested in your organization, you must first invest in them.
The Great Resignation
The small business community was significantly impacted by the Great Resignation. During and after the pandemic, many employees departed in search of higher wages and greater schedule flexibility. More than 50 million people quit their jobs in 2022, beating a record set the year before. From an HR standpoint, we observed larger organizations responding to talent attraction challenges by offering substantially above-average wages and fully remote work opportunities starting in 2021. According to the Conference Board, 2022 salary budgets reached their highest point since 2008.
Many HR professionals and recruiters were also enticed by higher wages and fully remote work opportunities, causing them to leave smaller organizations for larger ones. This led to a significant surge in job movement within the market, a trend that is resurfacing once again. Fortunately, small businesses have adeptly adapted to the demands of the labor market, as they always do, in order to thrive. They continue to offer employees what truly matters: personal fulfillment in their work. Employees seek connection and a sense that their organizations prioritizing and investing in employee engagement. Organizations that provide this, along with a strong sense of belonging and value to their employees, will find themselves less vulnerable to trends such as the Great Resignation.
Remote, Hybrid, or in Person
The rise of remote work marked a significant shift from traditional in-office opportunities to fully remote ones. As of 2023, more than 12 percent of full-time employees worked from home, while more than 28 percent worked some combination of in-office and at-home. However, 98 percent of workers reported wanting to work remotely at least some of the time. A lot of that comes from the desire for a flexible schedule.
Usually, the swinging pendulum occurs when organizations identify and rectify a problem, only to witness the momentum change and swing back in the opposite direction. But the current situation we find ourselves in is quite different. The compromise we seek today didn’t arise from addressing a specific issue; rather, it was a result of being thrust into remote work due to the pandemic. Little forethought was given to this major transition. As we look ahead, the focus of our conversations will shift towards embracing flexible schedules, rather than solely debating between fully remote or fully in-person work opportunities.
I have observed several emerging work trends that I anticipate will gain traction in 2024:
- Organizations will outsource HR functions to gain back stability and flexibility.
- Transitions to outsourced talent acquisition teams instead of relying solely on internal teams. This strategic shift can optimize efficiency, enhance talent acquisition processes, and drive overall organizational success.
- Investment in employee engagement strategies.
- Investment in resources, tools, and training is crucial for managers to effectively retain and develop talent within their organizations.
- Career development plans for personal and professional growth.
- Developing talent internally and promoting from within the organization is a valuable strategy that fosters growth and ensures a strong, capable workforce.
- The job market will experience reduced mobility as a result of economic uncertainty.
The Great Exhaustion
Some argue that what initially began as the Great Resignation has now transformed into the Great Exhaustion. Workers are growing weary of endless meetings, brainstorming sessions, unrealistic expectations, navigating interpersonal dynamics, and solving never-ending problems. This poses a significant challenge for employers to address.
Many employees are currently experiencing fatigue, stress, and burnout. According to a 2022 study, burnout rose to 40 percent among workers globally, with the most significant increase happening in the U.S. The study also found that women and younger workers were more likely to experience burnout. However, consistent policies and accountability throughout the entire workforce are crucial. Employers should prioritize flexibility and work-life integration. Exhaustion is not solely an individual issue; it is a societal one. Organizations have a unique opportunity to become an integral part of their employees’ lives by offering work-life integration, fostering mental health support, and creating an environment where employees feel valued and their voices heard.
To successfully incorporate this into your strategies, strive to become an employer of choice. This goes beyond mere words; it requires taking tangible actions. Develop an employee engagement strategy that is rooted in employee feedback and encompasses a range of effective tactics:
- Monthly employee discussions that prioritize personal and professional growth
- Employee feedback surveys
- Employee recognition programs
- Volunteer opportunities during work hours
- Health and well-being initiatives
Addressing and combatting Quiet Quitting, the Great Resignation, work from home and the Great Exhaustion will be one of the biggest challenges facing small businesses as we move into 2024. It will be key for business owners to implement policies that prioritize flexibility and integration. This can be achieved by fostering open conversations between employees and managers, and by developing personal and professional development plans that cater to individual needs. While you may not be able to control every aspect of your employees’ lives, encourage your team to pursue a sense of purpose and create a supportive culture where they feel valued and appreciated.
Shannon M. Burkel is Chief Client Officer and Employee Owner at Axios HR, a human resources company. She believes in the power of teams — Authentic relationships, continuous learning, community, and supporting others through Axios HR, an employee-owned organization.
