Maybe the employee said something or gave signs, but leadership just wasn't listening closely enough? The rise in quiet quitting can be attributed to managers not having the correct tools to listen successfully and understand what's happening inside their companies, especially when the team is working remotely.
Quit quitting is not new. The difference before was that people were physically present, so it was not quiet; it was something that you noticed. People have always quit or stopped being motivated to work or were too burnt out to put any more effort at the office, but maybe being in the same room helped us notice
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We can better understand quiet quitting through three metrics: engagement, burnout risk, and turnover risk. Knowing the daily trends of these 3 metrics through our AI, our data scientists and psychologists are able to break down each department or team into 'profiles' that help managers understand if they are at risk or are experiencing quiet quitting, and the motivation behind it so they can better support their team. The right action will depend on the reason behind the quiet quitting.
For example, if a manager sees a big percentage of the team falls under the 'Workaholic' profile, they should encourage rest, review each one's workload and ensure that they are manageable. On the other hand, if the majority are in the 'Dissatisfied' profile, it may be time for 1-on-1s to reconnect with the team and better understand what may be causing friction between the employee and his work or the company, in order to take appropriate action.
Whether an organization wants to address quiet quitting, voluntary turnover, burnout, or whatever issue, the most important step is to check the data, keeping in mind that every workforce, department, and employee is unique, with unique needs and drivers. Understanding these can help HR and managers design a better work culture and employee experience.
Alejandro Martinez Agenjo, CEO and co-founder, Erudit
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