By now, everyone has heard the buzz words "quiet quitting." But "quiet firing" is also making the rounds lately, and so is "quiet hiring." What do they mean, and why are they becoming such a big deal? Let's break it down in plain English.
Quiet quitting refers to employees who have basically checked out of going above and beyond at work but are still sticking around and doing the bare minimum not to get fired. Think of it as having one foot out the door mentally, even though physically, they're keeping that paycheck coming in. On the flip side, quiet firing is when a company wants an employee gone, but instead of outright terminating them, they'll make that person's life a living hell until they're forced to quit on their own. We're talking about things like stripping away all their meaningful work, leaving them off important meetings, denying promotions - sending an unmistakable signal that they're not wanted. This is one of the most toxic and soul-crushing actions. And I have to add, very cowardly. Then you've got quiet hiring happening, too. With so many people leaving their jobs in the Great Resignation, some employers are turning to temporary gig workers to fill roles on the down-low instead of hiring full-time employees. It's a way to get work done while keeping operations lean. This is where we see the gig economy start to make sense. But some equate this to crossing picket lines as many people are leaving jobs to make a statement about fair treatment practices and work-life balance. So, what's driving all this "quiet" workplace drama? Well, a lot of it comes down to issues around engagement, communication, and shifting attitudes towards employment. Quiet quitters are often burnt out, underpaid, or feeling undervalued. They've detached and settled into bare minimum mode. Instead of having those tough conversations or looking elsewhere, they quietly check out. And if you think that it's a planned "revenge" tactic, I will challenge that many of these scenarios are mental self-preservation or, in some cases, severe coping mechanisms. On the surface, it looks like defiance, but it really is quiet despair and desperation. Quiet firing is an ugly dynamic that screams of miscommunication and mismanagement. If employers gave clear feedback and opportunities to improve, a quiet firing often wouldn't be needed. This is where the right leadership skills, along with emotional intelligence, come into play. As for quiet hiring, it highlights how employers are getting savvy about staffing flexibility in a tight labor market. However, it can leave permanent staff feeling expendable too. At the end of the day, all these quiet behaviors are often symptoms of larger workplace cultural issues. They represent disconnects, a lack of open dialogue, and fears around addressing problems head-on. The antidote? Candid conversations, proactive expectation setting, coaching opportunities, and giving both employees and employers room to course-correct before quiet quitting/firing becomes seen as the only option. We are nothing without our workforce. It is only logical that we learn to engage and treat them with the respect that makes them feel valued and a part of the organization's growth. The question is, how much effort do we put into training our frontline managers to be compassionate, strong leaders? If they don't have those confidence-boosting skills, chances are, there was no one near to emulate. And what does that say about us as senior leadership? In an ideal world, quiet quitting employees would feel engaged enough to speak up, permanent hiring would be the norm when needed, and quiet firing would be replaced by ongoing performance management. Unfortunately, we're not quite there yet in many workplaces. These quiet trends persist because they often seem like the path of least resistance when more considerable changes are needed. But one thing is certain - the days of the quiet workplace revolution are here. So, it's time to elevate our voices and communicate. Otherwise, we'll all be stuck just quietly going through the motions.
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AuthorDiana White has over 30 years in sales, retail, consumer psychology, and marketing experience as just a few of her skillsets. She established D.E.W. Business Solutions, LLC in 2014 to provide business consulting for small businesses. Archives
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