How to Spot and Quell ‘Quiet Quitting’

In a previous article, we explored the definition of the “quiet quitting” trend taking the world by storm and how it might impact higher education. Now, let’s talk about how to spot signs of an employee who is quiet quitting and how to prevent (or counteract) it.

Signs of Quiet Quitting

Experts agree that the telltale signs of quiet quitting include retreating from the group, minimal engagement beyond what’s necessary, and reduced motivation.

Is an employee sharing input in meetings or staying silent? Are they isolating themselves from other members of the team? Are employees who once spearheaded projects taking a backseat suddenly?

Anthony Wheeler, PhD, dean of the School of Business Administration and a professor of management at Widener University says the signs are the ones of a poor-fitting employee.

“One thing we do know from the research is that organizational citizenship behaviors highly correlate with employees’ assessments of fitting with the organization. If you feel that you fit the culture of the organization, you’re likely to engage in organizational citizenship behaviors. So perhaps “quiet quitting” is a sign of lack of fit,” he says. “The signs of a poor-fitting employee, one who is likely to not engage in citizenship behaviors, are known.”

Wheeler warns that you might notice a change in an employee’s sociability, vocalization of issues that are driving discontent, strict boundaries about his/her performance, or changes in work hours (such as no longer arriving early or staying late). “Essentially, you will see signs of withdrawal from employees,” he says.

Heading Off the Trend

Again, assuming that this trend stands to hurt higher education, what might employers, managers, and leaders do about it? How can you prevent quiet quitting and instead promote organizational citizenship behavior (OCB)?

1. Praise/recognize those who go above and beyond: Wheeler warns that “research on intrinsic motivation consistently finds that rewarding employees for intrinsically motivated behaviors causes employees to lose their intrinsic motivation to continue to perform those extra-role behaviors.” This is usually related to compensating an employee for these behaviors — because it can signal that they are now expected or mandatory. You can, however, offer acknowledgment and praise to demonstrate your gratitude for their work — without expecting them to perform these extra-role behaviors on a normal basis. Learn more about effectively using praise.

2. Value your staff: In addition to offering acknowledgment and praise, it is important that your team knows that you authentically value their contributions and respect their opinions and judgment. As the saying goes, “Actions speak louder than words” so afford them the ability to contribute, lead in appropriate projects or situations, and be heard. Knowing that the door is always open for communication — be it through one-on-one conversations, email exchanges, or team meetings — can lead to a higher sense of belonging and purpose, which can ultimately boost engagement and productivity.

3. Encourage employees to think about their futures: Are you talking to your employees periodically about their career goals? These conversations are essential for developing and growing your staff members’ careers at your institution — and for keeping them motivated. If an employee is quiet quitting (and feels a lack of career fit as Wheeler suggests), a conversation about his/her career goals can be an essential part of the solution. Learn more about how to have these conversations with your staff. You may also consider the value of letting employees participate in job crafting.

4. Conduct stay interviews: In a similar vein, stay interviews are widely recognized as a powerful tool for retaining employees. Stay interviews give employees a voice and help employers understand — and improve — their experience before it’s too late (as opposed to exit interviews). Learn more about conducting stay interviews or preparing for your own.

5. Foster belonging among remote/hybrid employees: While working from home (WFH) has been well-received by many professionals, studies also show that it can exacerbate isolation. Finding ways to keep your WFH employees involved and included in not only pertinent work conversations, but also social opportunities, will be critical going forward. Group development is still possible — it just requires more intentional work and creativity, according to this guide for leaders. You can also check out these practical tips for team members.

6. Be authentic in your DEI efforts: Are you truly making steps towards a diverse and inclusive workforce? Or is it simply a statement you slap on your job descriptions to “look good”? It doesn’t happen overnight. Learn more about creating and sustaining change at your institution and why you need to go beyond demographics.

7. Examine your compensation and benefits: Much of the news on quiet quitting suggests that dissatisfaction with salary and benefits can be at the root of this trend. A new phrase that is now often mentioned in conjunction — “acting your wage” — seems to back this up. “Perhaps some employees have decided that if the organization no longer goes above and beyond to make employees’ lives better, that employees will no longer go above and beyond for the good of the organization,” Wheeler shares. “Good will — and perhaps well-being — can only happen if both the organization and employees trust each other to exchange it.” A salary that isn’t competitive can send this message, so it may be wise to reconsider whether your overall compensation and benefits package meets employees’ desires. Learn more about employees’ grievances according to a recent CUPA-HR survey and what job seekers are looking for.