How to … Avoid quiet quitting

Quiet quitting happens when employees lose interest in their work: they are physically present but mentally disengaged.

“It puts both the employee and employer at a disadvantage as there are no real mitigating actions to re-engage these individuals, bringing back that essential spark that leads to commitment, creativity and productivity as opposed to a silent exodus. Furthermore, quiet quitting can cause a ripple effect through an organisation.

“When disengaged employees remain in their roles, they can inadvertently create toxic environments for new hires. These new employees often join teams that are already disengaged, which can adversely affect their experience within the organisation,” says Siphumelele Nhlapo, the anglophone Africa human resources vice-president for international operations at Schneider Electric.

She advises:

• Recognise the signs, including decreased participation and collaboration, so you can take appropriate action sooner rather than later;
• Employees may be worried about personal issues and this concern can affect their engagement at work. Pay attention and look for signs, so you can intervene before the situation deteriorates further;
• Develop a space in which employees feel they can express themselves and share the challenges — both work and personal — they face. These conversations should take place in a confidential and non-judgmental environment;
• Employee programmes need to be tailored to the different needs of workers, not a one-size-fits-all model; and
• Organisations that take the time to develop a culture that values their employees' wellbeing will reap the rewards of a more productive workforce.