Why Quiet Quitting is an organisational problem

It is easy to dismiss this phenomenon as something that only employees have to deal with, but the fallout for the less-than-perceptive employer is even larger.

Like with all relationships, employees quietly quitting isn’t out of the blue. The situation has usually escalated over time, with women, especially leaving jobs because they have resigned themselves to the fact that they will remain unheard.

This is where the role of the manager is tantamount to retention. Being a manager is by no means easy, but it is absolutely crucial in retaining women in the business to not only listen to what they have to say, but also take action.

Unfortunately for organisations today, action, is where most managers are falling short and in a bid to ignore, what would almost certainly be an awkward conversation, they carry on as normal.

This is not an accident, this is avoidance of personal discomfort. So what can organisations do to avoid quiet quitting?

Create retention and feedback goals for managers that is aligned to their performance. As many companies seek to create diversity, equity and inclusion measures in their objectives, they need to be benchmarked against a tangible output.

Employee experience!

And this would follow them throughout the whole year. If someone leaves, then the exit interview feedback would also be factored in. When there are yearly satisfaction surveys or 360 feedback, this would also have a weighting on the managers performance.

Incentivising managers to drive retention is a key factor in being able to stem the tide of quiet quitting but ultimately in changing the culture that forces many to leave or even worse, stay bur remain unhappy.