INTRODUCTION
A recent report shows that though the proportion of engaged workers in an organization is 32%, the proportion of actively disengaged workers is 18%. A major chunk of this problem is related to ‘quiet quitting’ where the employees gradually disengage from their work life, which leads to decreased productivity and an eventual turnover even without expressing their intentions to leave the job. This not only hampers the growth of the employees but is also largely detrimental to the development of the organization.
WHAT IS QUIET QUITTING?
Quiet quitting is a kind of employee disengagement where an employee carries out only those responsibilities that are specified in their job description. Instead of quitting their jobs, they prefer to stick to this particular role and prevent going ‘above and beyond’ the boundaries and they also prevent doing any further responsibilities.
In this case, the employees generally tend to feel undervalued, and unrecognized, and also feel unmotivated to push the envelope of their job limit and try harder by giving better outputs. This kind of quiet disengagement can lead to a loss of valuable talent, disrupt the team’s dynamics, and can also increase the costs associated with the hiring and training of replacements.
When employees feel unfulfilled at their workplace, their job satisfaction decreases. This can result in the development of feelings of frustration, boredom, and dissatisfaction with their careers. This can lead to overall career stagnation, lack of motivation, negative impacts on mental health, and more limited future opportunities.
TRAINING AND DEVELOPMENT
Skilling, reskilling, and upskilling have an immense role to play in career dynamics. When the employees have the opportunities to learn and grow, they are more likely to feel engaged and fulfilled in their work and are likely to grow.
Skilling and upskilling can play a crucial role in preventing quiet-quitting as it provides employees with different opportunities to develop their skills and advance their careers within the same company. This can in turn lead to an increase in job satisfaction and motivation, as the employees feel more valued and recognized for their contributions.
The workers and employees feel more motivated when the work environment supports personal as well as professional growth, and the employees are highly encouraged to take on new challenges. This makes them feel more valued in their careers. Allowing the employees to have flexible career paths and opportunities in their lives and giving them the freedom to shape their career journey within the company’s work processes act as great morale boosters.
Mentorship and coaching programs are greatly invaluable for the employee’s development and growth. This relationship can help the employees to gain insights into the industry, develop various skills, and learn about different career paths within the same organization. Both mentorship and coaching help the employees to connect with a supportive network of individuals who can ultimately help them to navigate their roles along with enhancing their confidence, thereby leading to even better performances and productivity.
CONCLUSION
It becomes extremely necessary for different organizations to take steps to avoid quiet quitting as this is a serious problem that needs to be looked after. The well-being of the employees should be one of the primary duties of the individuals so that the employees can develop more to serve the organization in a better way.
