Summary:
1. Background
2. The virus
2.1 Its origin
2.2 What are the dangers?
3. What approach
3.1 Remuneration does not work
3.2 Recognition
1. Background
“Go the extra mile, it’s never crowded,” says an American idiom. It means that very few people are willing to do the extra work—that little bit extra that puts the cherry on top.
Recently, this has become even more true, with the rise of quiet quitting, a movement that encourages employees to do the bare minimum and simply do what is asked of them.
Quiet quitting is defined as a strict approach to work, in which employees work during set hours and only engage in activities during those hours.
Some see this as a problem, others do not at all.
Here are the two points of view:
- Managers see a decline in motivation and therefore in results from their Talents. They don't expect their employees to do only what is askedof them, but more.
- Employees, who ask themselves:
A. "Do we really have to do more than what is asked of us to say that we have done our job well?"
B. "I'm doing my best—I'm doing what you ask me to do."
From these perspectives, a question arises: who is right?
The answer depends on your requirements, your company values, and your working methods—in some cases (1) will be right, and in others, it will be (2).
2. The virus
2.1 Its origin
Understanding the origin of this movement is important in order to remedy it.
Burnout is a significant risk in the workplace, particularly among young Generation Z professionals in their twenties, according to research.
A survey conducted by Microsoft among 30,000 workers showed that 54% of Generation Z workers are considering leaving their jobs.
In its Global Risks Report 2021, the World Economic Forum ranks "youth disillusionment" as the eighth of 10 immediate risks. Findings include a deterioration in mental health since the start of the pandemic, leaving 80% of young people worldwide vulnerable to depression, anxiety, and disappointment.
Even more striking, a recent study shows that European workers' engagement is only 14%!
2.2 Its Dangers:
There are many dangers, including a shortage of talent, high turnover within a company, and therefore a decline in performance and results.
This is particularly evident when we consider that the cost of employee turnover averages 115% of their annual salary and is currently estimated at 23% of total employees, according to a study by Hay Group.
Even more seriously, an article by 'la super agence' goes so far as to say that "Internationally, the famous war for talent has reached unprecedented levels: 40% of recruiters say they are having difficulty recruiting."
3. Fighting this virus: what approach should we take?
3.1 Compensation does not work
In many companies, money is the most frequently used motivator, even though extensive research shows that financial incentives are a poor choice for changing talent behavior. The study (HBR) reveals that monetary rewards or incentives only produce temporary, short-term compliance. Of course, money is important for people to pay their bills and provide for their families—but once these basic needs are met, the psychological benefits of money are debatable. There is little correlation between compensation levels and job satisfaction.
3.2 Recognition
Firstly, to understand their suffering, but also to make them feel more important. Even if the problem cannot be solved immediately, employees will feel that they are being listened to and will be grateful for this.
People's professional lives are greatly enriched when they feel they are progressing in meaningful work. When organizations give meaning to people, it helps build a healthy and effective organization. Numerous studies have shown that giving people meaning and ownership of their work makes them more committed to doing it.
If you want to improve employee engagement, the answer is to really take the time to understand what employees truly value and to recognize your team as contributing members of a winning team. People are motivated to work harder when they can align themselves with the company's mission and when their manager shows appreciation for their work. As a manager, establish a personal connection and a relationship of trust with your employees.
In other words, “Focus on care to prevent quitting.”
Put this saying into practice, and you will see—the virus will disappear very quickly.
