23.11.2022

#QuietQuitting: Lazy millennials or progressive boundaries?

For centuries, older generations have complained about the next generation’s attitudes to work, living and the current economic climate. Everything the upcoming generation does is seemingly wrong, and the latest ‘Quiet Quitting’ trend is no exception.

Sprung from a series of journalists’ TikToks claiming the latest workplace trend post the Great Resignation was the so called ‘Quiet Quitting’ phenomenon, we have seen both backlash and agreement on the topic. From international HR consultants to smaller content creators, everyone has something to say.

In facilities management, there is often an expectation to always be available in case of an emergency. Yet aside from security teams and in genuine emergencies, there’s rarely a justifiable need to be working after hours.

So what exactly is #QuietQuitting? What does it mean for facilities management? And is it lazy workers or just healthy work boundaries being enforced by employees?

What is #QuietQuitting?

Quiet Quitting, sometimes called employee disengagement, is where employees do simply what’s asked of them, rather than going above and beyond. A so-called “Quiet Quitter” would arrive and leave on time, leave their laptop in the office, not take work calls out of hours and say no to anything outside of their job boundaries.

Beginning on TikTok the trend has gone viral - #QuietQuitting now has over 66.3 million posts - with hundreds of videos arguing both sides of the debate. Some say Quiet Quitting is a bad idea as it leaves you less likely to be promoted. While others, with arguably a much stronger argument, say Quiet Quitting is just wanting to have an improved work life balance, embracing the ‘5-9’ around your 9-5. Some have called it ‘acting your wage,’ but whatever your way of phrasing it is, it’s doing the job you’ve been asked to do, and nothing more.

Should Quiet Quitting be a “thing” in 2022?

Once you realise Quiet Quitting isn’t actually people leaving or wanting to quit jobs slowly, and that it is setting healthy boundaries that foster a good working mindset, you begin to question the purpose of it.

If Quiet Quitting is simply just doing what is contracted and expected of you, why is there such a negative light being cast onto younger employees who are pushing workplaces into a healthy environment where you can show up, get your work done, and then go home? It begs to question the insistence of workplace thought leaders on branding this as a negative approach, blaming employees for not wanting to go above and beyond every day. And removes the pressure on employers to create an environment where staff want to flourish, enjoy work and feel like they’re good enough for doing what they’ve been hired to do.

In the past, there has been the expectation in facilities management to always be contactable, even after work hours have officially ended. However, by encouraging people to work at set shifts, and having clear out of hours emergency contact procedures, managers can protect workers from feeling like they’re being pulled in more directions than they can cope with.

This accounts for both those in head office and on the ground. Employees should feel supported at every step by their managers, encouraged to leave on time and to feel like they are able to progress without losing their work-life balance.

How to combat Quiet Quitting

Quiet Quitting doesn’t actually mean employees are underperforming, and it isn’t the second Great Resignation either. It’s the workforce instilling healthy boundaries and preventing another generation of burnout. It’s not a generation-wide problem either; it’s employees doing the job they have been contractually employed to do.

To combat 'Quiet Quitting’, businesses leaders must start prioritising career progression for all of their employees. Career development is rewarded with pay rises and promotions, and with the cost-of-living crisis weighing on employees’ minds, they’re desperately calling out for more rounded support. Setting clear career paths is fundamental in building a productive, happy workforce. Ultimately, if leaders want to eliminate the risk of ‘Quietly Quitting’, they must show their employees just how much they’re worth, how much they’re valued and focusing on building their careers.

Research from IRIS Software Group found that nearly half of UK employees do not see a clear path career plan in their current organisation, and employees reciprocating the level of support they feel they’re receiving from their employer; in some cases, doing the bare minimum of what’s expected of them.

Business leaders and managers must allow for the true separation of work and home life. So when employees are at work, they can give everything they have to the task at hand, as when they go home, they’re able to dedicate their time to switching off, relaxing and doing things they are passionate about. Then, when they come back into the office, they feel rejuvenated and ready to do their job, rather than being exhausted from working into the evening.

To retain their talent, employers need to be listening and responding appropriately. If an employee feels overworked, adjusting their workload and providing additional support is what’s needed. Or, if an employee feels lost in their role, exploring avenues for progression can help them to feel motivated and dedicated to their company.

Pexels image CC Female office worker relaxing with feet on table

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